“what gets measured gets done - port elizabeth...ii the idp is the five year (05) plan of a...
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“What gets measured gets done
If you don’t measure results, you can’t tell succes s from failure
If you can’t see success, you can’t reward it
If you can’t reward success, you are probably rewar ding failure
If you can’t see success, you can’t learn from it
If you can’t recognize failure, you can’t correct i t
If you can demonstrate results, you can win public support”
Osborne Gaebler
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The IDP is the Five Year (05) Plan of a municipality adopted at the beginning
of each 5 year Council term. The first edition of the 2017 / 18 – 2021 / 22 was
adopted by Council on the 28 June 2017 and is reviewed annually. While
most components of the document shall remain the same for the duration of
the 5 year period within which the IDP is in effect, it shall be reviewed annually
as progress is achieved and advanced upon.
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NELSON MANDELA BAY MUNICIPALITY (2016 DEMARCATION)
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TABLE OF CONTENTS
FOREWORD BY THE EXECUTIVE MAYOR ................... .........................................................1
FOREWORD BY THE CITY MANAGER ...................... .............................................................4
CHAPTER 1: INTRODUCTION ........................... ......................................................................6
1.1 CONTEXT AND OVERVIEW ..............................................................................................8
1.2 ABOUT NELSON MANDELA BAY ................................................................................. 12
1.3 VISION, MISSION AND BRAND PROMISE....................................................................... 14
1.4 POLITICAL STRUCTURE ............................................................................................... 19
1.5 ADMINISTRATION ....................................................................................................... 24
1.6 LEGISLATIVE AND POLICY MANDATES AND ALIGNMENT WITH LONG TERM VISION ......... 26
1.7 BATHO PELE PRINCIPLES ........................................................................................... 36
CHAPTER 2: SITUATIONAL ANALYSIS.................... ........................................................... 38
CHAPTER 3: METHODOLOGY ............................ ................................................................. 67
CHAPTER 4: SPATIAL STRATEGY ....................... ............................................................... 73
CHAPTER 5: IDP DELIVERY APPROACH IN ALIGNMENT WITH
THE LONG-TERM PLAN ................................ ................................................. 99
CHAPTER 6: DELIVERY PLAN .......................... ................................................................. 169
CHAPTER 7: BUDGET ................................. ........................................................................ 231
CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVA LUATION ................ 284
8.1 EXECUTIVE MAYOR .................................................................................................. 284
8.2 CITY MANAGER ....................................................................................................... 285
8.3 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE .............................................................. 286
8.4 RULES AND ETHICS COMMITTEE ............................................................................... 287
8.5 OFFICE OF THE AUDITOR-GENERAL .......................................................................... 287
8.6 AUDIT COMMITTEE ................................................................................................... 288
8.7 INTERNAL AUDIT AND RISK ASSURANCE ................................................................... 288
8.8 PERFORMANCE, MONITORING AND EVALUATION ....................................................... 289
8.9 SUPPLY CHAIN MANAGEMENT .................................................................................. 294
8.10 WARD COMMITTEES ................................................................................................. 295
8.11 SPECIAL SECTORS AND MAINSTREAMING ................................................................. 295
8.12 CULTURAL AND CREATIVE ARTS INDUSTRIES ............................................................ 297
ANNEXURE “A” – 2018/19 IDP Indicators aligned to Dr aft 2018/19 Service Delivery and
Budget Implementation Plan (SDBIP)
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LIST OF ACRONYMS
ACDP African Christian Democratic Party
ACSA Airports Company South Africa
ANC African National Congress
ATTP Assistance to the Poor
BEPP Built Environment Performance Plan
B&T Budget and Treasury
CBD Central Business District
CBOs Community Based Organisations
CGDS City Growth and Development Strategy
CM City Manager
COO Chief Operating Officer
COPE Congress of the People
CIDZ Coega Industrial Development Zone
CITP Comprehensive Integrated Transport Plan
CS Corporate Services
CSIR Council for Scientific and Industrial Research
DA Democratic Alliance
DORA Division of Revenue Act
EC Eastern Cape
ECSECC Eastern Cape Socio-economic Consultative Council
EDTA Economic Development, Tourism and Agriculture
E&E Electricity and Energy
EFF Economic Freedom Fighters
EPWP Expanded Public Works Programme
ERP Enterprise Resource Planning
FLISP Finance Linked Individual Subsidy Programme
FWFWWTW Fish Water Flats Waste Water Treatment Works
GDP Gross Domestic Product
GGP Gross Geographic Product
GIS Geographic Information Systems
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GRAP 17 Generally Recognised Accounting Practices
GV General Valuation
GVA Gross Value Added
HIV/AIDS Human Immunodeficiency Virus causing the Acquired
Immunodeficiency Syndrome
HOVs High Occupancy Vehicles
HS Human Settlements
HSDG Human Settlements Development Grant
HURP Helenvale Urban Renewal Programme
ICDG Integrated City Development Grant
ICT Information and Communication Technology
IDP Integrated Development Plan
IDZ Industrial Development Zone
I&E Infrastructure and Engineering
IGR Intergovernmental Relations
IPTS Integrated Public Transport System
IUDF Integrated Urban Development Framework
KPA Key Performance Area
KPE Key Performance Element
KPI Key Performance Indicator
LED Local Economic Development
LLF Local Labour Forum
LSDF Local Spatial Development Framework
LTFS Long-Term Financial Strategy
LTFSP Long-Term Financial Sustainability Plan
LUMS Land Use Management System
MBDA Mandela Bay Development Agency
MFMA Municipal Finance Management Act
MOSS Metropolitan Open Space System
MSDF Metropolitan Spatial Development Framework
MSCOA Municipal Standard Chart of Accounts
MUM Management Union Meeting
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MURP Motherwell Urban Renewal Programme
NDP National Development Plan
NDPG Neighbourhood Development Partnership Grant
NEMA National Environmental Management Act
NERSA National Energy Regulator of South Africa
NGO Non-governmental Organisation
NMBM Nelson Mandela Bay Municipality
NMBM IDP Nelson Mandela Bay Municipality’s Integrated Development
Plan
NMBMM Nelson Mandela Bay Metropolitan Municipality
OHS & W Occupational Health, Safety and Wellness
PA Patriotic Alliance
PDP Provincial Development Plan
PE Port Elizabeth
PEIA Port Elizabeth International Airport
PH Public Health
PPE Property, Plant and Equipment
NT National Treasury
PDoHS Provincial Department of Human Settlements
PMS Performance Management System
POS Public Open Space
PPP Public-Private Partnership
PTIG Public Transport Infrastructure Grant
QMS Quality Management System
RDP Reconstruction and Development Programme
SACN South African Cities Network
SAIMI South African International Maritime Institute
SANAS South African National Accreditation System
SANRAL South African National Roads Agency Limited
SAPS South African Police Services
SCOA Standard Chart of Accounts
SCU Sustainable Community Unit
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SDBIP Service Delivery and Budget Implementation Plan
SDGs Sustainable Development Goals
SMMEs Small Medium and Micro Enterprises
SNDB Sub-National Doing Business
SOEs State Owned Enterprises
SOPs Standard Operating Procedures
SPLUMA Spatial Planning and Land Use Management Act
SRAC Sports, Recreation, Arts and Culture
S&S Safety and Security
STATS SA Statistics South Africa
SWOT Strengths, Weaknesses, Opportunities and Threats
TOD Transit Oriented Development
UDM United Democratic Movement
UFEC United Front Eastern Cape
UNS Urban Network Strategy
USDG Urban Settlements Development Grant
WWTW Waste Water Treatment Works
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FOREWORD BY THE EXECUTIVE MAYOR
It is often said that the promise of a better future can only be upheld as long
as there is progress that lends credibility to the promise. And the slower the
progress, the weaker the promise becomes and this puts pressure on the
social contract.
Keeping apace and true to our social contract for change, we have now, in
just under two years, as the coalition government embarked on a journey to
transform the Municipality from a state of uncertainty and dysfunction into one
of positivity and hope – a period of regeneration, growth and development as
this IDP review attests. And we have done so, through strong visionary
leadership, by focusing and keeping steadfast to our election promise of
stopping corruption, growing the economy and creating jobs and delivering
better services to all communities. This is now reality and a lived experience in
the NMBM under our brand promise of One City One Future.
Again we have seen how resolutely our communities come together during
these review sessions and constructively share with us to bring about
concrete and visible change. This gives much encouragement to the
leadership; illustrating that in partnership with communities we can overcome
obstacles because we have the collective capacity and political will to do so.
We remain indebted to our communities who share our commitment and have
shown their abhorrence (zero tolerance) for corruption and malfeasance in our
communities. Their vigilance ensures taxpayer’s money is safeguarded,
accounted for, allocated and spent accordingly for its intended purpose to
uplift targeted and neglected communities. It also serves as a constant check
and balance in respect of our mandate for change: to root out all forms of
corruption, create jobs and provide better services. This we believe activates
an involved community who want better, are more discerning and more
enlightened to improve the condition and quality of life in our communities.
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We know that change rarely happens overnight, but it can be accelerated.
Henceforth, the incremental pace of change in the Nelson Mandela Bay Metro
means that nothing is ever going to be the same again. It is often said that we
live in permanent white water now. In essence clinging to the past won’t help
us navigate the future. We must be prepared for shifts, practice flexibility, work
in partnership and learn continuously to move quickly through good times and
bad times (crises and upheaval), knowing that we have the strength, capacity
and skills to adapt to new situations all the time.
It would be remiss not to mention ratings agency, Moody’s recent upgrading of
NMBM credit rating to AAA.3a. This is testament of good governance and
financial prudence. It gives much needed space and leverage for optimism
that will allow for nascent business and investment to flourish and thereby
create a solid foundation for job creation. We are further buoyed by the fact
that we are the second most trusted Metro in the land according to the latest
South African Customer Satisfaction Index (SAcsi). These achievements are
worth celebrating because notably in years, the metro can be justifiably proud
of its financial standing.
It is for this reason too that we were recently awarded a R178-million windfall
by National Treasury for our exceptional performance as the municipality in
utilizing 100% of our Urban Settlement Development Grant (USDG). These
funds will go a long way to improving the lives of residents living in township
communities.
These positive developments are most encouraging, especially in view of the
dismal performance and failures of past administrations. We have now
restored order through strong governance based on the promise of turning
this municipality around, strengthening our supply chain management
systems and upping the ante in the collection rate of service fees.
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Our city is now in the business of delivering quality services and steering this
ship away from troubled waters. Once again proof of this is the recent
Moody’s credit opinion regarding our financial viability for the 2016/17 financial
year. Our ratings internationally have significantly improved, from a negative
outlook to a stable economic outlook.
This is, therefore, a welcome recognition as it validates our commitment to
bringing meaningful change through clean governance in the Nelson Mandela
Bay. This endorses our coalition government’s work since coming into office in
August 2016.
Not only does our new-found financial status put us on the map as an
administratively fit institution, but also as a strategic economic destination for
prospective investors, both domestically and abroad. New investments are
what our city needs for growth and development, especially in the area of job
creation.
As the coalition government, we view our achievements as a fitting tribute to
the legacy and centenary celebration of the father of our nation, Nelson
Mandela’s vision of a prosperous country where its sons and daughters, black
and white, work towards a shared vision for the benefit of all.
As such, this coalition government remains resolute in its commitment to
creating a city that is founded on the principles of creating equal opportunities
for all, we are also acutely aware that our to-do list remains far from finished.
The tide is certainly turning in our city. Now is the time to ride the wave of our
enhanced image and ensure that we re-double our efforts in creating a world-
class city.
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FOREWORD BY THE CITY MANAGER
The IDP is a five-year strategic living document that is reviewed on an annual
basis. Following the 2016 Local Government elections, the newly constituted
Council approved the 2017/18 IDP and Budget schedule. This IDP was duly
subjected to public participation process, as prescribed by the Municipal
Systems Act. There was an extensive public participation process which also
prioritised consultation with key sectors that are significant role players in the
economy of Nelson Mandela Bay, namely SMMEs and the manufacturing,
automotive, construction, Green Economy, Ocean Economy, tourism,
agriculture, transport and services sectors. This platform was also used to
share the new vision of the NMBM – “an iconic, friendly ocean City driven by
innovation, service excellence and economic development – a destination of
choice”.
This vision is centred on six key pillars: The Well-Run City; The Opportunity
City; the Caring City; The Inclusive City; The Safe City; and The Forward
Thinking City. This IDP is the stepping stone towards achieving the vision of
the City, based on these six pillars. The issues and needs raised by the
communities from the six clusters in Nelson Mandela Bay, and the
representatives of children, youth, elderly and differently abled persons; as
well as key role-players in the Metro’s economy, are all aligned to the six
pillars. These stakeholders emphasised, amongst other things, provision and
improvement of basic services; focus on early childhood development; the
visibility of the Metro Police; job creation; the empowerment of SMMEs and
the revitalisation of business hives; urgent engagement with Transnet to
expedite the relocation of the manganese ore facilities and fuel storage tanks
in order to develop the Harbour; strengthening collaboration within and
amongst sectors; and revamping dilapidated signage across the Metro.
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The expectations of our stakeholders require a change of mind-set in how we
conduct our business as the City administration – it cannot be business as
usual. This IDP is the beginning of a new journey that we are committed to
embrace. It responds to the issues raised by our stakeholders.
The only gap that we must close is the lack of active participation by sector
government departments in the IDP process. The significance of their
participation cannot be overemphasised, as they play a key role in the
development of our municipal space; therefore, collaboration with them is
important. We should therefore strive for the IDP not only to be seen as, but
to become a central planning tool for the three spheres of government.
Many thanks to our stakeholders who participated during the review process
of the IDP. Their inputs have enriched our five-year road map.
JOHANN METTLER
CITY MANAGER
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CHAPTER 1: INTRODUCTION
Our Constitution requires local government to be developmental. This has far
reaching implications for local government in the Nelson Mandela Bay. We
have the responsibility to structure and manage administration, budgeting and
planning processes to give priority to the basic needs of our communities and
to promote their social and economic development.
Since the local government elections in August 2016, the coalition
government has consistently engaged in a full evaluation of the functioning of
the local sphere and has set out its vision for the future of local government in
Nelson Mandela Bay, in line with legislation and the Constitution.
We believe that our brand promise One City One Future combines the
positive elements of developmental local government within our city with that
of best practice elsewhere. Hence this IDP review reports, examines and
outlines the current status quo, and identifies key challenges and
opportunities for ensuring the success of developmental local government in
the Nelson Mandela Bay.
Our City is facing the complex challenge of transforming the institution, to
eradicate the legacy of apartheid and to facilitate integration into the regional
and global economy.
A recent World Bank study highlights the slow job creation in South Africa
since 1994 as being a major factor causing South Africa to be the world’s
most unequal country.
The study suggests that addressing insufficient skills; skewed distribution of
productive land assets, and weak property rights; low competition and low
integration in global and regional value chains; limited or expensive
connectivity and under serviced historically disadvantaged settlements;
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climate change: low-carbon transition and water security – will reduce poverty
and inequality and support growth and job creation.
Unemployment stats paint a bleak picture. Recent statistics by Statistics
South Africa show that the unemployment rate (26.7%) remained unchanged
over the first quarter of 2018, compared to the fourth quarter of 2017.
Youth unemployment is still high in South Africa and remains a global trend
with the International Labour Organisation recording about 71 million
unemployed youth, aged 15 – 24 years in 2017. This also means that many
youths face long-term unemployment.
In South Africa, 38.2% of people aged between 15 – 34 are unemployed,
which means more than one in every three young people in the labour force
did not have a job in the first quarter of 2018. Approximately 3.3 million
(32.4%) out of 10.3 million young people aged 15 – 24, were not in
employment, education or training – implying that close to one in three young
South Africans between the ages of 15 and 24 years were disengaged with
the labour market in the first quarter of 2018.
The recent World Bank Report: Overcoming Poverty an d Inequality in
South Africa: An Assessment of Drivers, Constraints and Opportunities:
The report documents the progress SA has made in reducing poverty and
inequality since the end of apartheid in 1994, with a focus on the period
between 2006 and 2015. the main conclusions are as follows:
• By any measure, SA is one of the most unequal countries in the world.
Inequality is high, persistent, and has increased since 1994.
• Although SA has made progress in reducing poverty since 1994, the
trajectory of poverty reduction was reversed between 2011 and 2015,
threatening to erode some of the gains made since 1994. High levels of
inequality and low intergenerational mobility act as a brake on poverty
reduction and as a result poverty is high for an upper middle-income
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country. Poverty is consistently highest among black South Africans,
the less educated, the unemployed, female-headed households, large
families, and children. Further poverty has a strong spatial dimension in
SA, a demonstration of the enduring legacy of apartheid. Poverty
remains concentrated in previously disadvantaged areas, such as the
former homelands.
• High levels of income polarization are manifested in very high levels of
chronic poverty, a few high-income earners and a relatively small
middle class.
• The role of skills and labor market factors have grown in importance in
explaining poverty and inequality while the role of gender and race,
though still important, has declined, presenting an opportunity for policy
to influence poverty and inequality outcomes. Social protection remains
important in reducing extreme poverty, but the fiscal space for further
expansion is limited. Low growth perspectives in the coming years
suggest poor prospects of eliminating poverty by 2030 as envisaged in
the National Development Plan. Looking ahead, accelerating poverty
and inequality reduction will require a combination of policies that seek
to unlock the full potential of labour markets and promote inclusive
growth through skilled job creation.
1.1 Context and overview
Municipalities are constitutionally mandated to prepare a five-year Integrated
Development Plan (IDP), which serves as a strategic action and service
delivery oriented resource and, as such, supersedes all other plans that
inform the developmental agenda in local government. Accordingly, the
Nelson Mandela Bay Municipality’s IDP outlook is guided by its developmental
goals, including the programmes of the provincial and national government.
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The Nelson Mandela Bay Municipality’s IDP is a strategic planning instrument
that necessitates the participation and input of all Metro residents. As such, it
informs and guides all relevant planning, management, budgeting and
decision-making processes within the institution.
It has the potential to transform local communities in direct response to the
needs of our diverse communities and adapt to the changing demands and
expectations. And for this reason, communities are participating more
dynamically in decisions and resource allocation, especially around the
municipal budget and strategic planning initiatives. This is given expression
through active involvement, giving residents more say in the provision of
services and by enhancing customer satisfaction as the primary determinant
of our success in the provision of services.
The following role-players and stakeholders were consulted during the IDP
and Budget development and review processes of the Municipality.
• Communities of Nelson Mandela Bay
• Organised stakeholder groupings, e.g. Chambers of Commerce;
NGOs; civic groupings; unions; and ratepayers’ associations
• Institutions of Higher Learning and government sector departments
• Surrounding municipalities
• Special sectors (youth, women, elderly people and people with
disabilities)
• Economic sectors
• Creative Arts and Heritage Organizations
• Municipal Councillors and officials; and
• Ward Committees
The current administration, under the hand of a multi-party coalition, is facing
a complex challenge of transforming the institution, to eradicate the legacy of
apartheid and the dysfunctional state of affairs inherited from previous
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administrations. It has engaged in a full evaluation of the functioning of every
aspect affecting the lives of communities in Nelson Mandela Bay. It spells,
succinctly, our vision and mission, which are given life and practical
expression through the six foundational pillars on which the Municipality’s
developmental priorities are hinged.
Our Constitution requires us as local government to be developmental – a
responsibility to structure and manage the administrative, budgeting and
planning processes that will give expression and priority to the basic needs of
communities and to promote their social and economic development. Hence
our IDP sets out a vision for the future of local government in Nelson Mandela
Bay, in line with legislation and the Constitution.
Our vision points to democratic local government in which the needs of all, but
especially the poor and vulnerable communities, are met with efficiency and
effectiveness. This will ensure that we are accountable, viable, and capable of
delivering sustainable services that meet the diverse needs of our
communities.
Our IDP, the strategic planning document against which this Council’s
performance is judged, is committed to its developmental vision and the
creation of a vibrant local sphere that spells a clean break from the past. It is
an implicit acknowledgement of our electoral mandate, but also to ensure that
this mandate is constantly challenged and refreshed through oversight and
scrutiny by communities that will ultimately effect meaningful change. In a
nutshell, it is aimed and geared at restructuring and transforming municipal
governance to meet the demands, first and foremost of our communities, as
well as the demands of living in a globalized world.
Together with our communities, we have identified where we are and where
we want to be in the future. And to do this, we realize that we need to
understand the complexity of the challenges confronting our Metro and the
significant trends that influence the direction in which the future unfolds. All of
this is needed to be taken into account when establishing the strategic plan for
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the future of our Metro. In doing so, we improved accountability and
transparency with residents in order to achieve the vision and commitment of
the city on its journey into the future. Developing accountability is a key aspect
of our strategy as we engage with our residents through honest and frank
dialogue to gauge expectation and measure performance around the needs of
residents.
All of our efforts can succeed only if there is sufficient capacity within
municipal leadership to drive the process for change. Political leadership is
crucial in driving transformation and achieving the desired results in
performance, as well as the need to ensure appropriate staffing levels and
build the capacity of municipal employees.
This IDP is a bold and confident attempt to achieve the fundamental
reorganization and necessary change of municipal governance in Nelson
Mandela Bay as directed by our communities and as required by legislation
and the Constitution. It has the innate potential to create a local government
environment that combines the best from within communities with best
practice from around the world that will stimulate socio-economic growth and
play a key role in attaining our developmental priorities as outlined.
It is evident that we need new perspectives all the time to live up to the
expectations of communities. We need to think and dream big – harness our
collective dreams, knowledge, creativity, and motivation in order to find new
ways to develop strategic city strategies for delivering prosperous and socially
harmonious environments for all our citizens and the evolvement of Nelson
Mandela Bay.
The enormous complexity of our Metro today means that the demands on
infrastructure and services are extremely challenging. Not only are the basic
needs of transport, housing, water and energy under strain, but new demands
in other areas are on the rise. And for this reason, the IDP gives a holistic
view that seeks to measure the impacts on and of development in our city. It
envisages improving services to residents through rapid response and
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innovative solutions that allows for more effective collaboration, resulting in
better communication and better services for communities.
As the 21st century unfolds, and we move ever faster towards global economic
integration, our role as a city is to drive growth, prosperity and social
wellbeing. Nelson Mandela Bay must become a Well Run City; an Opportunity
City; a Safe City; an Inclusive City; a Caring City; and a Forward Thinking City
– which simply means a modern city, somewhere to grow, to develop and to
enjoy. But also, a place to work, educates, socialize and relax. At the same
time social disunity, crime and poverty cannot be ignored. These factors
motivate the ongoing aspiration of a city that improves people’s lives and meet
their needs in all areas of life.
Change is real and the demands of the future are pressing on us all. We
need to lead with the vision and the dreams that will empower and inspire all
our people living in Nelson Mandela Bay. Our rapidly changing communities
are creating a need for strategic development that offers constant innovation
and a renewal of processes and people’s attitudes. And this is exactly what
this IDP encapsulates.
1.2 About Nelson Mandela Bay
A mecca for both local
and international beach
sporting activities and
outdoor fun, Nelson
Mandela Bay offers a
bounty of rich pickings in
many aspects. It
combines the best of all
worlds – the economic
opportunities and benefits of a large city and the genuine, warm hospitality for
which its residents are rightly famous.
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Nelson Mandela Bay is home to Port Elizabeth International Airport, the only
international air access point in the Eastern Cape Province. Engagements
between the Nelson Mandela Bay Municipality, Airports Company South
Africa, Nelson Mandela Bay Tourism and local business are initiating the
development of an Airlift Project which intends to deliberately grow air traffic
into the region.
The city’s maritime entry point showcases its monumental developmental
aspirations and capabilities, with the most modern deep-water port in the
Southern Hemisphere, the Port of Ngqura.
Nelson Mandela Bay is the hub of the automotive industry on the African
continent, with many major international vehicle and component
manufacturers based in the city. It is a preferred region for the manufacturing
of pharmaceuticals, flour, meat, frozen veggies, soft drinks, chocolates,
cheese, yoghurt, ice-cream, paper and leather products.
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A paradise for nature lovers, nowhere else in South Africa does a city offer the
Big 7 wildlife, malaria-free game reserves and such warm, friendly people.
Furthermore, it carries the rich legacy of an area that saw the first meetings of
the Khoisan, British, Dutch, German and Xhosa people.
The landing place of the 1820 Settlers, it boasts some of the finest Victorian
and Edwardian architecture in South Africa.
1.3 Vision, Mission and Brand Promise
MISSION
To create Freedom, Fairness and Opportunity for all in NMBM; stop
corruption; create jobs; and improve service delive ry
VISION
An iconic, friendly, ocean city driven by innovatio n, service excellence
and economic development – a destination of choice
BRAND PROMISE
One City One Future
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The IDP is required to:
• link, integrate and coordinate plans and take into account proposals for
the development of the Municipality and the achievement of transversal
governance;
• align the resources and capacity of the Municipality with the
implementation of the Plan;
• form the policy framework and general basis of annual budgets;
• be developmentally oriented;
• comply with the provisions of Chapter 5 of the Municipal Systems Act;
• be compatible with national and provincial and provincial development
plan requirements, which are binding on the Municipality in terms of
legislation.
The NMBM’s IDP is anchored on six pillars; the foundations on which the
Municipality’s developmental priorities are hinged.
Well-run City
Opportunity City
Safe City
Caring City
Forward Thinking City
Inclusive City
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‘THE WELL RUN CITY’
This pillar pertains to all initiatives that cater for meeting the standard
operational expectations of the Municipality, including initiatives that address
human resources, systems, accountable governance and the financial viability
of the institution.
Objectives :
Nelson Mandela Bay strives to:
• Transform the institutional systems, processes and
organizational structure to one of high performance in order to
effectively deliver basic services.
• Ensure that the municipality is staffed throughout with a
motivated, committed and capable workforce.
• Ensure financial prudence and transparent governance and
work towards eradicating corruption.
‘THE OPPORTUNITY CITY’
The Opportunity City delivers on well-planned initiatives to enable and
cultivate job creation and economic opportunity, develop competitive
advantage, and ensure access to skills.
Objectives :
Nelson Mandela Bay strives to:
• Grow and diversify the local economy through the attraction of
new investment, skills development and facilitation of an
enabling environment for small business growth and job
creation.
• Facilitate and promote infrastructure led growth, development
and tourism.
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‘THE SAFE CITY’
This pillar speaks to all initiatives that address safety and security. It also
includes those that create environmental safety, as well as safety for residents
and tourists.
Objectives :
Nelson Mandela Bay strives to:
• Deliver well-resourced and capacitated policing and emergency
services in order to ensure the safety of communities and
visitors
• Provide infrastructure that improves the safety of communities
and visitors
• Improve the safety and security of Nelson Mandela Bay through
community, industry and civic organisation partnerships
‘THE INCLUSIVE CITY’
This pillar relates to initiatives to promote equality and social cohesion and
that enable informal means of mobility between communities.
Objectives :
Nelson Mandela Bay strives to:
• Ensure institutional accessibility, effective communication
channels for participatory and responsive governance
• Deliver spatial and built environment developments that promote
integrated neighbourhoods, inclusive communities and a well-
connected Nelson Mandela Bay.
• Deliver on transformation objectives, promote redress and foster
social cohesion.
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‘THE CARING CITY’
In a Caring City, equality is strived for through ensuring that all residents have
access to delivery that promotes their well-being.
Objectives :
Nelson Mandela Bay strives to:
• Provide for the social needs of communities and empowerment
of vulnerable people through provision of access to social
services, social development programmes and indigent support.
• Promote the health and well-being of all communities through
the spatially equitable provision of social infrastructure.
• Provide effective general environmental and public health
services.
• Provide dignified housing and sanitation and accelerate access
to improved services to indigent households in order to create
safe and decent living conditions for all residents.
‘THE FORWARD THINKING CITY’
The Forward Thinking City is concerned with institutional innovation, support
for research and development, and plans for future sustainability.
Objectives :
Nelson Mandela Bay strives to:
• Ensure multi-generational planning that promotes sustainable
economic growth through research and development, innovation
and the optimal use and development of technology.
• Develop an environmentally sustainable city through proactive
planning, and conservation of resources and the natural and
built environment.
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1.4 Political structure
The Nelson Mandela Bay Municipality is governed by a coalition government,
comprising the following political parties: the Democratic Alliance (DA),
Patriotic Alliance (PA), the Congress of the People (COPE), and the African
Christian Democratic Party (ACDP).
The political structure of the Nelson Mandela Bay Municipality comprises the
Council, the Executive Mayoral Committee, the Portfolio Committees and the
Municipal Public Accounts Committee (MPAC), as described below.
1.4.1 Council
The role of a council in local government is that of lawmaker and, as such, it
focuses on legislation, participation and oversight. In addition, municipal
councils facilitate political discussions and debate in order to assist in
decision-making.
The Council of the Nelson Mandela Bay Municipality is headed by the
Speaker and comprises 120 Councillors, elected through a mixed-member
proportional representation system. Altogether 60 of those Councillors were
elected through a voting process in the 60 wards that make up Nelson
Mandela Bay. The remaining 60 Councillors were selected from party lists, on
the basis that the total number of party representatives must be proportional
to the number of votes received.
Of the 120 Councillors serving in Nelson Mandela Bay, 37 are females and 83
are males. The Democratic Alliance has the largest number of seats (57),
followed by the African National Congress (ANC) (50 seats); the Economic
Freedom Fighters (EFF) (6 seats); the United Democratic Movement (2
seats); and the Congress of the People, the Patriotic Alliance (PA), the United
Front Eastern Cape (UFEC), African Christian Democratic Party (ACDP) and
the African Independent Congress (AIC) (1 seat each).
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The table below illustrates the above narrative.
Source: Nelson Mandela Bay Municipality Corporate Services Directorate
1.4.2 Executive Mayoral System
The Executive Mayor’s role and responsibilities include identifying and
prioritising community needs and drafting strategies to deliver on those needs.
In addition, he has oversight of the delivery of services by the administrative
structure of the City.
The Executive Mayor is supported by the Speaker, the Chief Whip and a
Mayoral Committee that comprises 10 members, each of whom chairs a
Portfolio Committee. The Municipality has a functional Municipal Public
Accounts Committee (MPAC) in place, which performs an oversight role in
respect of both the political and administrative structures.
TABLE: Political party seat allocation and gender distribution
POLITICAL PARTY ALLOCATION
OF SEATS
GENDER DISTRIBUTION
MALE FEMALE
Democratic Alliance 57 43 14
African National Congress 50 32 18
Economic Freedom Fighters 6 3 3
United Democratic
Movement
2 1 1
Cope 1 0 1
African Christian Democratic
Party
1 1 0
African Independent
Congress
1 1 0
Patriotic Alliance 1 1 0
United Front Eastern Cape 1 1 0
TOTAL 120 83 37
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COUNCILLOR PORTFOLIO
Councillor Retief Odendaal Budget and Treasury
Councillor Shirley Sauls Constituency Services
Councillor Annette Lovemore Corporate Services
Councillor Andrew Whitfield Economic Development,
Tourism and Agriculture
Councillor Athol Trollip Executive Mayor
Councillor Jonathan Lawack Speaker
Councillor Werner Senekal Chief Whip
22
COUNCILLOR PORTFOLIO
Councillor Nqaba Bhanga Human Settlements
Councillor Masixole Zinto
Infrastructure and
Engineering, Electricity
and Energy
Councillor Lance Grootboom Public Health
Councillor John Best Safety and Security
Councillor Marlon Daniels Roads and Transport
Councillor Siyasanga Sijadu Sports, Recreation,
Arts and Culture
Councillor Yoliswa Yako
Municipal
Public Accounts
Committee (MPAC)
23
1.4.3 Office of the Chief Whip
The Office of the Chief Whip of Council has existed in the Nelson Mandela
Bay Municipality since 2003. Its primary purpose, namely maintaining
discipline amongst Council members, has evolved over many decades
through custom and precedent in many legislatures around the world. The
Office of the Chief Whip has been adapted to local conditions since the
inception of parliamentary democracy in 1994. The contact point between the
executive and legislative spheres of the Municipality is the Office of the Chief
Whip.
The Office of the Chief Whip focuses on the following:
• Building better relations between the various political parties
represented in Council.
• Political management of Council meetings.
• Management of the majority and Coalition caucuses.
The relationship between the political parties is enhanced through bi-monthly
internal meetings, as well as multi-party Whippery meetings. The multi-party
Whippery is the forum in which all parties represented in Council discuss the
order of business in Council and determine which items serving before it will
require debate.
The Office is also responsible for recommending to the Executive Mayor
Councillors to serve on Committees and represent the institution on external
bodies. In being a responsive coalition government, the Office also deals with
addressing and resolving complaints that come directly from communities or
through the Municipality’s Petitions Office.
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1.5 Administration
The Administration of the City is headed by the City Manager, Mr Johann
Mettler, who is also the Accounting Officer.
ACCOUNTING OFFICER TITLE
Mr Johann Mettler City Manager
The City Manager is appointed by the municipal Council and appoints an
Executive Management Team to assist him in running the administration. He
is, inter alia, responsible for implementing the IDP, which is the institution’s
five-year service delivery plan.
The Executive Management Team comprises 10 senior managers, each
responsible for a portfolio, which largely matches the corresponding political
portfolio.
The organisational structure of the City is presently being reviewed. The
current organisational structure is as follows:
25
Executive Mayor
Chief Operating Officer
City Manager
Chief Financial Officer 60 Ward
Committees
Community
Chief of Staff
Executive Directors
Budget and Financial Control Expenditure Management and Financial Control Revenue Management and Customer Care Supply Chain Management
Treasury and Financial Support
Communications Integrated Development Plan Legal Services Monitoring and Evaluation Policy, Strategy and Research Risk Management Uitenhage/Despatch Office
Administrative Services Asset Management Constituency Services Corporate HR Services Facilities Management Labour Relations Municipal Information Systems Human Resources Transformation Human Resource Management Services Office of the Speaker
Directorate: Corporate Services
Fresh Produce Market and Urban Agriculture Sector Development Special Projects Trade and Investment
Directorate: Economic
Development, Tourism
and Agriculture
Distribution Technical Services Projects Retail and Commercial
Management
Directorate: Electricity and
Energy
Development and Support Housing Delivery Land Planning and Management Social Development, Education and Administration
Directorate: Human
Settlements
Design and Implementation Special Projects and Strategic Operations Roads, Stormwater and Transportation Support Services Water and Sanitation Integrated Public
Transport Services
Directorate: Infrastructure and
Engineering
Administration Environmental Health Environmental Management Occupational Health, Safety and Wellness Parks and Cemeteries Waste Management HIV/IADS and TB Multi- sectoral Response
Directorate: Public Health
Disaster Management Fire and Emergency Services Security Services Traffic and Licencing Services
Metro Police
Directorate: Safety and Security
Motherwell Urban Renewal Programme Integrated Poverty Alleviation Expanded Public Works Programme Helenvale Urban Renewal Programme Walmer Urban Renewal Programme Technical and Operators Coordination
Directorate: Special Programmes
Speaker Chief Whip
Internal Audit and Risk Assurance
Beaches, Resorts and Support Services Libraries, Arts and Culture Nelson Mandela Metropolitan Art Museum Red Location Museum
Sports and Recreation
Directorate: Sports, Recreation,
Arts and Culture
ORGANISATIONAL STRUCTURE OF NELSON MANDELA BAY MUNI CIPALITY
NELSON MANDELA BAY COUNCIL
26
1.6 LEGISLATIVE AND POLICY MANDATES AND ALIGNMENT WITH LONG
TERM VISION
The legislative and policy mandates that influence the activities of local government
are numerous, encompassing international, national, provincial and regional
influences. It is important that there is a direct linkage between the activities at a
local government level and the broader strategic policy and legislative environment
in order that a common vision for the development of South Africans and Nelson
Mandela Bay residents can be achieved.
This section demonstrates the direct linkage between Nelson Mandela Bay’s six
pillars of action and the following legislative and policy directives, whilst
acknowledging that there are numerous other mandates that are adhered to:
• Sustainable Development Goals (SDGs)
• National Development Plan (NDP) 2030
• Integrated Urban Development Framework 2016
• Eastern Cape Vision 2030 – Provincial Development Plan (PDP)
• Medium-Term Strategic Framework Outcomes
• Batho Pele Principles
1.6.1 The Sustainable Development Goals
The Sustainable Development Goals (SDGs) is a set of 17 global goals with 169
targets, for achievement by 2030. The goals were adopted in 2015 by the 194
countries of the United Nations’ General Assembly. South Africa is a member
country. The following diagram shows the linkage between the 17 goals and the 6
pillars. Through the effective delivery of the 6 pillars, Nelson Mandela Bay will in turn
contribute towards the achievement of the 17 sustainable development goals.
27
Linkage between Sustainable Development Goals and t he 6 Pillars
No Poverty
Zero Hunger
Good Health and Well-being
Quality Education
Gender Equality
Clean Water and Sanitation
Affordable and Clean Energy
Decent Work and Economic
Growth
Industry, Innovation and Infrastructure
Reduced Inequalities
Sustainable Cities and
Communities
Partnerships for the Goals
Peace, Justice and Strong Institutions
Life On Land
Life Below Water
Climate Action
Responsible Consumption
and Production
Well Run City
Opportunity City
Safe City
Inclusive City
Caring City
Forward Thinking City
Pillar 1:
Pillar 2:
Pillar 3:
Pillar 4:
Pillar 5:
Pillar 6:
28
1.6.2 National Development Plan 2030
The National Development Plan (NDP) of South Africa was produced by the National
Planning Commission in 2011. It aims through its implementation to eliminate
poverty and reduce inequality by 2030. The Plan focuses on a number of thematic
areas, which together will transform South African society in combination with
capable institutions, a growing economy, increased capacity and leadership, and
partnerships.
The thematic areas all have identified objectives and a number of actions that will
give rise to the transformation of the status quo. The following diagram shows the
linkage between the major thematic areas of the National Development Plan and the
six Pillars of Nelson Mandela Bay. By demonstrating these linkages, the actions of
Nelson Mandela Bay in achieving the objectives of the National Development Plan
can be easily identified.
29
Linkage between National Development Plan 2030 and the 6 Pillars
Well Run City
Opportunity City
Safe City
Inclusive City
Caring City
Forward Thinking City
Pillar 1:
Pillar 2:
Pillar 3:
Pillar 4:
Pillar 5:
Pillar 6:
Economy and Employment
Economic Infrastructure
Environmental Sustainability and Resilience
Inclusive Rural Economy
SA in the Region and World
Transforming Human Settlements
Improving Education, Training and Innovation
Health Care for All
Social Protection
Building Safer Communities
Building a Capable and Developmental State
Fighting Corruption
Nation Building and Social Cohesion
30
1.6.3 Integrated Urban Development Framework (IUDF)
The IUDF responds directly to the vision outlined in the National Development Plan
and is a policy framework to guide future growth and management of urban areas. It
is designed to effect spatial transformation through reorganising the urban system in
order that cities can become more inclusive, resilient and liveable.
Four overall strategic goals are pursued in the IUDF namely:
• Spatial Integration – new spatial forms
• Inclusion and access- access to social and economic opportunities
• Growth – inclusive sustainable economic growth and development
• Governance- enhanced state capacity and citizens for collaboration around
spatial and social integration.
The above inform priorities of 9 policy levers identified as follows:
1. Integrated urban planning and management
2. Integrated transport and mobility
3. Integrated sustainable human settlements
4. Integrated Urban Infrastructure
5. Efficient land governance and management
6. Inclusive economic development
7. Empowered active communities and
8. Efficient Urban governance.
9. Sustainable finances
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Source: COGTA 2016
The IUDF can be seen to directly link to all six pillars of the IDP.
The Eastern Cape Development Plan is grounded in the National Development Plan,
but has specifically been developed taking cognizance of the critical priorities that
face the Eastern Cape. The Plan was developed in 2014 and involved collaboration
with citizens, organisations and institutions within and outside of the Eastern Cape.
The following principles underpin the implementation of the Eastern Cape
Development Plan:
• Understanding context
• Social justice
• Spatial equity and justice
• Intergenerational equity
• People centred development
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• Keeping the public good public
• Distributed agency and shared agenda setting
• Integrated coordination and efficiencies
• Resourcing the PDP
Arising from the above, five related goals have been developed for the Eastern
Cape. Each goal has a vision, key objectives and strategic actions. The goals are
interrelated. The Plan has a specific focus on rural development, due to the specific
absence of spatial equity in the Eastern Cape.
The following diagram shows the linkages between the five goals and the 6 pillars.
The linkages are important to identify the role of Nelson Mandela Bay in achieving
the Provincial Development Plan, as Nelson Mandela Bay is the largest City with the
strongest regional influence in the Eastern Cape.
33
Linkage between Provincial Development Plan and the 6 Pillars
Well Run City
Opportunity City
Safe City
Inclusive City
Caring City
Forward Thinking City
Pillar 1:
Pillar 2:
Pillar 3:
Pillar 4:
Pillar 5:
Pillar 6:
A growing inclusive and equitable economy
An educated, empowered and innovative citizenry
A healthy population
Vibrant equitably enabled communities
Capable, conscientious and accountable institutions
34
1.6.4 Medium-Term Strategic Framework Outcomes
The Medium-Term Strategic Framework is an expression of Government’s
Programme of Action. In terms of the Programme of Action, ten strategic priority
areas have been identified. In order to achieve the strategic priorities, twelve Key
Outcomes with accompanying Outputs and Activities have been identified. This has
led to the conclusion of ministerial performance agreements related to the strategic
priority areas. As a result of this, various structures are in place to coordinate the
implementation of the outcomes, review progress and decide on interventions when
needed.
The following diagram shows the linkage between the 6 pillars and the twelve
outcomes for 2014 to 2019.
35
Linkage between Medium-Term Strategic Framework Out comes and the 6 Pillars
Well Run City
Opportunity City
Safe City
Inclusive City
Caring City
Forward Thinking City
Pillar 1:
Pillar 2:
Pillar 3:
Pillar 4:
Pillar 5:
Pillar 6:
1: Improved basic education
2: Long and Healthy Life for All
3: All People Are and Feel Safe
4: Decent Employment through Inclusive Economic Growth
5: Skilled and Capable Workforce
6: Efficient, Competitive and Responsive Economic Infrastructure
7: Vibrant, Equitable and Sustainable Rural Communities with
Food Security
8: Sustainable Human Settlements and Improved Quality of Life
9: Responsive, Accountable, Effective and Efficient Local
Government
10: Environmental Assets and Natural Resources Protected and
Enhanced
11: Better South Africa and Better and Safer Africa and World
12: Efficient, Effective and Development Orientated Public
Service and Empowered, Fair and Inclusive Citizenship
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1.7 Batho Pele Principles
The White Paper on Transforming Public Service Delivery was produced in 1998. In
that document, the Batho Pele (or People First) initiative was outlined. It aimed to
make municipal officials who operate in the service delivery environment more
service orientated, strive for excellence, and commit to continuous improvement for
the benefit of all citizens. It also aimed to hold officials accountable for the level of
services that they deliver.
The legislative framework identifies the need to determine service standards, define
outputs and targets, and benchmark against 18 performance standards
internationally. Monitoring and evaluation mechanisms were also introduced to
continuously measure progress.
The following eight principles were identified:
• Consultation – Citizens should be consulted on the level and quality of the
public services they receive and, wherever possible, should be given a choice
about the services that are offered.
• Service standards and targets – Citizens should be told what level and quality
of public services they will receive so that they know what to expect.
• Access – All citizens should have equal access to the services to which they
are entitled.
• Courtesy – Citizens should be treated with courtesy and consideration.
• Information – Citizens should be given full, accurate information about the
public services they are entitled to receive.
• Openness and transparency – Citizens should be told how municipalities are
run, how much they cost, and who is in charge.
• Best value – Public services should be provided economically and efficiently
in order to give citizens the best possible value for money.
37
• Dealing with complaints – If the promised standards of service are not
delivered, citizens should be offered an apology, a full explanation and a
speedy and effective remedy, and when complaints are made, citizens should
receive a sympathetic and positive response.
In pursuing the pillars of a Well Run City, an Inclusive City and a Caring City, the
Nelson Mandela Bay Municipality will strive to implement the above principles.
In line with Section 29 of the MSA and 21 (1) (b) MFMA, the IDP and Budget Time
Schedule was adopted by Council in its seating on 28 August 2017. It’s available on
the NMBM Website at: www.nelsonmandelabay.gov.za.
38
CHAPTER 2: SITUATIONAL ANALYSIS
This chapter describes the development context of the Nelson Mandela Bay
Municipality and identifies the City’s strengths, opportunities, weaknesses and
challenges within this context as well as the ability of the City to perform in terms of
the six pillars, namely:
• the Well Run City
• the Opportunity City
• the Safe City
• the Inclusive City
• the Caring City
• the Forward Thinking City
It needs to be recognized that the City is currently in the grip of the worst drought
ever recorded and many of the operations of the municipality are influenced by the
water scarcity. The city recognizes that this is not a once off situation and the
creation of a more resilient city is at the forefront of this IDP.
2.1 Location
Nelson Mandela Bay is located on the southern coast of South Africa, on the shores
of Algoa Bay. The Nelson Mandela Metropolitan Municipality was formed in 2001,
and is one of two Metropolitan Municipalities in the Eastern Cape Province. It
incorporates Port Elizabeth, Uitenhage and Despatch, with their surrounding
agricultural areas, and has an area of 1959,02 km².
The regional context and the linkages between Nelson Mandela Bay and its
hinterland are important. Nelson Mandela Bay is the largest City in the Eastern Cape
Province and thus plays a large role in the economy of the Eastern Cape. Similarly,
the surrounding towns play a role in the growth and development of the city.
39
2.2 Economy
In 2016, Nelson Mandela Bay had a GDP of R120 billion which was equivalent to
35.5% of the Eastern Cape Provincial GDP. The Eastern Cape Socio Economic
Consultative Council forecasts an annual GDP growth rate of 1,56% for the period of
2016 to 2021.
As of 2016 the main sectors in the economy as per their gross value (GVA) added
were: Community Services (24%), Finance (23%), Manufacturing (19%), Trade
(17%), Transport (12%) and Construction (4%). Agriculture and Mining provided less
significant contributions to the GVA.
The Nelson Mandela Business Chamber Plan (draft 1), initiated in 2017 by Pierre
Voges, identifies four priority clusters (sectors) as: the Automative Sector, Light
Manufacturing, Tourism and Hospitality and Agro-processing. The report identifies
key interventions which could help these sectors grow and which are within the
capacity of the Metro to influence. These sectors were identified as being priorities
because their growth will not only benefit the economy but also provide an
opportunity for inclusive growth in the metro through employment opportunities
(ECSECC 2017 Outlook).
Economic growth which creates jobs is vital for the Metro as it suffers from
particularly high unemployment levels. In the first quarter of 2018 unemployment in
the Metro stood at 36,3% and 36,4%when using the expanded definition (QLFS Q1
2018).
In terms of economic infrastructure the City is unique in that it is a two port City: The
Port of Port Elizabeth near the City Centre and the deep water Port of Nqura in the
Coega Special Economic Zone (SEZ) located 30 km north of the City Centre. The
advantage of possessing two ports, creates an opportunity for the city to establish a
strong and vibrant maritime sector”. (Stats SA)
40
The Coega SEZ is a multi-billion rand industrial development complex customised
for heavy, medium and light industries. It is adjacent to the Port of Ngqura, and
covers 110 km² of land. It’s establishment in the Nelson Mandela Bay Municipality
reinforces the NMBM as the economic focus of the Eastern Cape. The SEZ presents
opportunities for the growth of the city and the region.
The cost of doing business, associated with bureaucratic red tape, is high in the
Metro. A Doing Business in South Africa Survey (SNDB) was undertaken in 2015
among all South African Metropolitan Municipalities. The survey measured the
performance of cities in relation to the cost of doing business over five indicator
areas impacting on the ease of conducting business in South Africa.
The indicator areas focused on regulations relevant to the life cycle of a small to
medium sized domestic business and were built on standardized case scenarios.
This allowed an equal and fair comparison of all cities in the study. The indicators
assessed, were:
• Dealing with construction permits
• Starting a business
• Registering property
• Getting electricity
• Enforcing contracts
Within these indicators, the length of time, financial cost and number of procedures
were evaluated. Of the five indicators, three namely, dealing with construction
permits, registering property and getting electricity, were within the direct control of
municipalities.
The following is the result recorded in respect of Nelson Mandela Bay in relation to
the afore-stated three municipal indicators:
41
• Dealing with construction permits – Nelson Mandela Bay is the overall
second best performer in the country after Cape Town in this area. Analysis
has shown that it is the cost of building plans that needs to be re-evaluated to
bring the City in line with other local authorities.
• Registering property – In terms of this indicator, the Nelson Mandela Bay
Municipality performed above average and was rated fifth best in the country.
The Municipality will need to address the time taken to issue rates clearance
certificates in order to perform better. The aspect of Deeds Office clearance
also affected this indicator.
• Getting electricity – In this indicator, the Nelson Mandela Bay Municipality
performed the worst of all South African Metropolitan Municipalities in terms of
time and cost. The Municipality requires five procedures to be completed
(which is average), but these procedures take 333 days to complete, which is
106% longer than the average of other cities. Cost is also a factor that could
be improved.
2.3 Population and human development
The current population of Nelson Mandela Bay is 1 263 051 (Community Survey
2016), with a growth rate of 1.54% (IHS), which is lower than that of other
metropolitan areas, such as Ekurhuleni (2.1%) and Tshwane (2.6%). The
metropolitan has a total of 368 518 households (CS 2016) where the average
household size of 3.6 persons per household with 41.6 % of women as the head of
the household.
The life expectancy among Nelson Mandela Bay residents is 59,3 years and 53,7
years for females and males respectively. This is the same as for Buffalo City. By
comparison, Cape Town has a life expectancy of 70, 1 and 64,2 years, while
Mangaung has a life expectancy of 52,7 and 49,6 years for females and males
respectively (SACN, 2016).
42
Nelson Mandela Bay is characterized by a youthful population, with 26 being the
median age. Regarding education, 45.7% of Nelson Mandela Bay’s population had
attained matric, whilst 7,7% had a higher education (Community Survey 2016).
In analyzing non-school going residents, 2.6% had no schooling, 11% had Grade 7
or less (Primary School level), while 77% had a school education of Grade 12 or less
(Secondary School level) (CS2016).
2.4 Poverty
640 000 people were living in poverty in the Nelson Mandela Bay Metropolitan
(ECSECC 2017) which is 15.98% higher than the 552 000 in 2006. In 2016, 65.1%
of the African population group lived in poverty, as compared to the 67.72% in 2006,
with 40.6% of the Coloured and 8% Asian population group living in poverty.
Households that qualify for the indigent subsidy in terms of the municipal Assistance
to the Poor Policy (ATTP), receive financial assistance from the Municipality. In
recent years, the number of ATTP beneficiaries has grown. Each new successful
ATTP applicant’s outstanding debt is written off as part of the ATTP process.
The Indigent register grew by 27 158 households in the first half of the 2017/18,
which is a growth of 30.6% in comparison with the 2015/16 Indigent Register.
Currently, approximately 30% of formal households in the city cannot afford basic
services in terms of the indigent program with an average of 16.1% of households
receiving no income (CSurvey 2016).
The unemployment rate in the Metropolitan is at 36.8% (CS 2016) up to 4.2 % from
the same period last year (31.8%). The number of those unemployed in the Bay
increased from 159000 to 202000. Whilst our City is the economic driver of the
Province, its impact on unacceptably high unemployment remains negligible. This
indicates that the “traditional” economic sectors are not satisfying the employment
need.
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2.5 Safety
In a 2016 South African Cities Report titled “State of Urban Safety in South Africa”,
the importance of urban safety in cities is highlighted. Cities are “places not only of
opportunity, but also of inequality and high levels of violence and crime”. The
Report’s findings confirm that crime and violence in South Africa are heavily
concentrated in urban areas.
The State of Urban Safety in South Africa Report 2017 described crime in the City
“Nelson Mandela Bay Municipality’s murder rate is exceeded only by that of Cape
Town. it has the third highest robbery rate (the highest among the slightly smaller
municipalities), and fourth highest rates of assault and sexual offences. however,
property-related crime is relatively low. Despite moderate levels of experiences of
crime, its residents report among the highest levels of fear of crime (after Cape Town
and Buffalo City).
Nelson Mandela Bay seems to struggle with the opposite challenges to
Johannesburg. It has relatively slow population growth, low population density, and
high levels of social incoherence/family disruption and inequality. The city compares
well to the other cities across most social/structural risk factors, especially service
deprivation and housing informality levels, and yet has high rates of murder and
robbery. What may explain this is the city’s youth unemployment, which is the
highest of any of the nine cities.”
The murder rate in Nelson Mandela Bay decreased from approximately 60 murders
per 100 000 to 54 murders per 100 000 between 2005 and 2015, although the 2015
result is up by 6 from 2014.
Assault with intent to inflict grievous bodily harm decreased from 650 to 420 per 100
000 over the 10-year period from 2005 to 2015; mirroring a similar decline in the
statistics of most other Metropolitan Municipalities and the national average.
44
A study conducted in 63 countries, found that inequality, followed by youth (male)
unemployment, had the highest correlation to murder and assaults (State of Urban
Safety in South Africa Report 2017).
From 2005 to 2015, robberies at residential premises in Nelson Mandela Bay
increased from approximately 10 to 50 per 100 000. This is consistent with the trend
for robberies at non-residential premises as well as the national and metro trends.
With regard to residential burglaries, Nelson Mandela Bay went from the highest
score in 2005 (with 915 per 100 000), to the fifth highest of the eight South African
Metropolitan Municipalities in 2015, at just over 600.
All South African Cities recorded increases in total crime rates between 2005 and
2015; in 2015, Nelson Mandela Bay recorded the fourth highest overall crime rate of
the eight Metros across the country.
The safety and security of local communities, residents, visitors, tourists and holiday-
makers is a key focus area of the Municipality. To make the city safer, the institution
provides a broad spectrum of services.
The City’s expanse of golden beaches is the prime tourist attraction of the City,
which necessitates focus on the beach safety of holidaymakers and visitors. In this
regard, the Municipality is committed to establishing and maintaining effective and
well-supported partnerships with local lifesaving organisations.
The emergency services that are provided to ensure the safety of all communities
and visitors include disaster management, fire and emergency and security services
as well as traffic and licensing services.
Collaboration between all internal and external stakeholders, particularly law
enforcement agencies, is maintained to identify potential threats and reduce or
eliminate risks.
45
The functions of a Municipal Police Service are provided for in terms of legislation
and include the execution of traffic policing, the policing of municipal by-laws and
regulations, as well as the prevention of crime.
A central communication centre provides for the effective and efficient coordination
of disaster management services throughout the Municipality. Planning and training
in disaster management operations are conducted on an on-going basis.
2.6 Overview of basic services
Nelson Mandela Bay is noted for having achieved a high level of access to basic
services.
The responsible delivery of water and sanitation services to residents of Nelson
Mandela Bay is a key mandate of the institution, provided by way of managing the
supply of water, distribution of water, wastewater collection and treatment of
wastewater, which include the following:
• the storage of water in 10 dams;
• treatment of water at 8 water treatment works including springs;
• bulk supply of treated water via 650 km of large diameter pipelines to the metro
boundaries in to distribution reservoirs;
• water distribution reticulation to all customers via 4 800 km water pipelines;
• collection of wastewater via 3 600 km pipework and pump stations;
• treatment of sewage at 8 wastewater treatment plants for both domestic and
industrial;
• monitoring trade effluent discharges; and
• the relevant electrical and mechanical maintenance of plant/equipment.
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(i) Water
All households located in formalised human settlements have access to water via a
connection per erf.
100% of households located in informal settlements within the urban edge have
access to water within a 200 m radius.
Informal areas receive water through standpipes (within a 200 m radius) and water
tanks, except for communities occupying private land illegally.
(ii) Sanitation
All formal households are connected to waterborne sanitation.
In informal households, when the coalition government took office in 2016, 16 317
bucket toilets were in circulation as a means of sanitation. In March 2018 there were
7 755 bucket toilets remaining.
A revised strategy to achieve the total elimination of the bucket system has been
implemented. This sees the replacement of the bucket system by communal
ablution blocks and relocations of households to serviced sites.
(iii) Solid Waste Management (Refuse Removal)
Altogether 100% of formal and informal households receive a domestic waste
collection service. This excludes informal areas on privately owned erven and erven
not earmarked for human settlements development.
(iv) Electricity
100% of households in formally demarcated residential areas have access to
electricity.
47
Solar panels or formal electricity connections have been installed in certain informal
settlements for electricity generation; however, some informal settlements remain
unconnected to an electricity supply.
(v) Housing
The total number of households in the City is 365 973, of which 21 668 are estimated
to be informal households (Stats SA).
Nelson Mandela Bay has the lowest proportion of informal households among South
African Metropolitan Municipalities, having significantly reduced the numbers since
2001 (SACN, 2016). In addition, the average number of people per household
declined from 4,25 in 1996 to 3,55 in 2011.
The following is the housing situation in Nelson Mandela Bay –
• A high level of households lives in formal housing (85%).
• A high level of households lives in owned formal housing (57%).
• 12% of households live in informal housing conditions, 5,9% in informal
settlements and 6,1% in back-yard shacks
• New family formation and predictions is estimated to be very low (7% between
2011 and 2020 (0.6% p.a.))
• The BEPP 2015/16 projected additional population between 2011 and 2020 to
be 91,818 people. It also indicates four people per household. Accordingly, this
amounts to an additional 22,955 households
• the new family formation for the period 2021 to 2030 has been estimated and
included in the current estimate of housing circumstances Accordingly, growth
between 2021 and 2030 has been assumed at 0.6% pa and is projected as
44,303
This housing situation is a-typical of most metros in South Africa, which are generally
characterized by lower income home ownership, higher levels of informal housing
conditions, and higher new family formation (Shisaka, 2017).
48
2.7 The Six Pillars – Situational Deivery Context
The City has undertaken an introspective analysis in order to guide the preparation
of this IDP. Key considerations include the best possible use of available resources
(budget, human resources, infrastructure, skills and assets); how capacity,
infrastructure and skills could be built to address gaps, including using strategic
partnerships; and current and new activities that could potentially serve to develop a
competitive advantage for the Metro.
The following represents an institutional analysis of the six pillars identified.
49
PILLAR 1: THE WELL RUN CITY
STRENGTHS WEAKNESSES
• A strong performance management
system, which is deadline driven and
monitored, is in place.
• Management Union Meetings
(MUMs) have been introduced for
unions to meet the management of
each directorate to address matters
concerning their members.
• Public participation processes have
been rigorous in developing this IDP.
• Commitment exists to address the
need for a central planning office.
• Institutionalisation of labour
engagement has been achieved
through Local Labour Forum (LLF)
meetings, which comprise labour,
Councillors and management.
• Asset management functions are
well coordinated.
• There is a reliable internal network
and dedicated Information and
Communication Technology (ICT)
support.
• The NMBM plays an active role in
professional engineering and other
networks.
• There is effective communication
and working relationship with
Councillors.
• Functional call centres have been
• The current organisational structure
is outdated in respect of the needs of
the City.
• Fragmented ICT systems and weak
ICT governance and data recovery
impact on performance.
• Turnaround time in respect of
responding to consumer queries.
• Lack of appropriate online e-
governance systems.
• Ineffective solutions for electricity
theft (including tampering and illegal
connections) and non-revenue
water.
• Dependence on consultants and
contractors because of high level of
vacancies in directorates.
• There is a need for an audit of
equipment for basic services.
• Large and growing maintenance
backlogs, resulting in service gaps
and future problems.
• Lack of consistent marketing and
publicity of positive activities and
initiatives resulting in
misconceptions.
• The Scientific Services Laboratory
requires accreditation to conduct a
wider range of analysis.
• No single spatial plan for the city
50
established to reduce complaint
turnaround time.
• The Scientific Services Division
offers the only laboratory in the
metropolitan area with a broad scope
of analysis and trained scientists.
• A strong interdepartmental reference
group exists for integrated Spatial
Strategy development and
implementation (BEPP Team).
• Emphasis is placed on capacity
building and training of staff (this
includes internal apprenticeship
programmes and graduate
learnerships programme).
• E-recruitment has been successfully
implemented in the 2017/18 financial
year which has reduced the
turnaround time for the filling of
vacancies;
• The revised recruitment policy now
also allows for the recruitment of
positions from grade 1 – 11 to be
considered on internally within the
institution. This encourages internal
promotion and career development
within NMBM.
• 23 Corporate Services policies were
revised and implemented in 2017/18.
exists, resulting in fragmented
responsibility for planning processes.
• Staff capacity is lacking in certain
• service delivery areas.
• Poor work culture and ethos in some
parts of the institution.
• Inconsistent application of human
resources policies.
• Poor planning, resulting in under-
expenditure of the budget.
• Inefficient Supply Chain
Management processes.
• High levels of unauthorised,
irregular, fruitless and wasteful
expenditure of the Budget.
• Inaccurate billing, creating distrust in
the institution among residents.
• High dependence on grant funding
availed by National/Provincial
Government Departments.
• Inefficient budget spending.
51
OPPORTUNITIES
THREATS
• Improvement of Supply Chain
Management processes for greater
efficiency.
• Promotion of partnerships with
provincial and national government
and non-governmental organisations
to serve the City’s interests.
• To become a SMART City.
• Centralising the strategic plans of the
City in one centre to create synergy,
alignment and seamless processes.
• Improving institutional image through
positive publicity and connection to
constituents can result in improved
internal and external stakeholder
relations.
• Enhancing performance through
innovative performance
management.
• Exploring new revenue possibilities
and alternative sources of funding to
inter alia reduce reliance on grants.
• New emphasis by the leadership on
accountability through compliance
with transparency requirements.
• Adjustment of the repairs and
maintenance budget to ensure that
buildings, offices are safe and secure
environments for staff, Councillors
and the public who utilises it.
• Revenue associated with National
and Provincial Government grants
and subsidies is neither realistic nor
sustainable.
• Politicisation of community meetings
results in ineffective communication.
• Poor communication on housing
delivery plans undermines effective
planning to deliver basic services,
such as water and sanitation.
• Highly unionised environment can
threaten roll-out of processes.
• Inadequate budget to address
infrastructure maintenance backlogs.
• Increasing urbanisation has
increased demand for services, both
formal and informal, which
outweighs the current ability to meet
those demands.
• Protracted Supply Chain
Management processes slow down
operations.
• Strong silo mentality in different
directorates hinders effective intra-
directorate service delivery.
• Loss of institutional memory through
resignations and retirement of staff.
• Non-payment of debt by government
departments and the community.
• Increased loss of revenue as a result
of illegal electricity connections.
52
• Decline in the economy increasing
unemployment and poverty.
• Non-achievement of the budgeted
revenue collection rate.
• Inability of consumers to financially
afford municipal tariffs, resulting in
loss of revenue.
The results of the institutional analysis in respect of the Well Run City indicate that
the following areas need to be prioritized:
• Building on the strengths of the existing administration and optimising the
organizational structure for effective governance and service delivery.
• Scrutinizing existing and developing new processes to increase the
sustainability and efficiency of the organization.
• Leveraging partnerships to assist the City in achieving its developmental
priorities.
• Actively nurturing positive relationships between staff, Councillors, unions,
private sector and other stakeholders.
53
PILLAR 2: THE OPPORTUNITY CITY
STRENGTHS WEAKNESSES
• Smart City Wifi in townships allows
for local economic development and
expansion of other related projects.
• Well-run Infrastructure Skills
Development Grant Training
Programme developing young
technicians and technologists.
• Competitive tariffs to support
businesses.
• Bursaries and learnerships offered
for study in key professions/fields.
• High level of intake and exposure of
interns.
• Expanded Public Works Programme
(EPWP) in place.
• Programmes that promote the
development of local sporting talent
have been developed.
• Economic infrastructure foundation is
already comprehensive (accessibility
by rail, road, airport, two ports).
• Economic zones exist (IDZ, Logistics
Park, industrial areas).
• IPTS planning of launch phase at
advance stage.
• Institutions of higher learning are all
available within Nelson Mandela Bay
(University, TVETS Colleges).
• Tourism and sporting infrastructure
exists in the City.
• Ineffective capitalisation of some
municipal partnerships.
• Lack of internal coordination and
alignment of development
objectives.
• Insufficient resources at Training
Centre.
• Management of Expanded Public
Works Programme (EPWP) not
strong enough.
• Absence of fiscal and economic
feasibility studies for major
projects.
• Lack of integrated planning in the
region and inadequate
coordination with provincial and
national operations.
• Inefficient and ineffective use of
internal and external resources,
as well as misalignment of
events and tourism assets.
• Lack of budget for the upgrading
and maintenance of facilities.
• Excessive cost of contract
security to safeguard landmarks.
• Water and sanitation
infrastructure, as well as litter
picking and grass mowing,
projects in place to support
economic development.
54
• Green Economy Strategy
development of photo voltaic (pv),
wind and other renewable energy
projects.
• Iconic brand name (Nelson Mandela
Bay).
• Establishment of the Strategic Events
Committee.
• Sport and cultural events contribute
to the City’s Gross Domestic Product.
• Blue Flag Beaches are a tourist
attraction.
• Delivery of incident free international
and national events, such as the
annual Ironman Competition, has
built Nelson Mandela Bay’s
reputation as a competent and
reliable host city.
OPPORTUNITIES THREATS
• Transformation of the spatial
form of the city for more efficient
and equitable development.
• Improved coordination of internal
and external resources to
optimise positive economic
impact.
• Increase revenue from the lease
of assets and infrastructure, e.g.
fibre networks.
• Strengthen relationships with all
stakeholders, particularly in the
tourism and industrial sectors.
• Establish linkages with
• Water shortages.
• Education system unresponsive to
the needs of the market (supply and
demand).
• Cost of doing business and red tape
(regulatory and business application
processes).
• Lack of internal and external
coordination and alignment, resulting
in a misalignment of development
objectives.
• High level of crime, tarnishing the
reputation of NMBM as a tourist
destination.
55
surrounding local authorities to
align spatial and economic
development initiatives and
interventions.
• Skills development support in
priority sectors.
• Prioritisation of Township
Economy Development.
• Airlift Project, a partnership
between the city, the airport,
tourism and business to grow air
traffic into the region.
• Development of tourism
opportunities with other partners
focusing on projects such as the
Eco-Tourism Route and the
Apple Express.
• Destination marketing, which
includes programmes such as
the Tourist Ambassador
Programme and Fair Trade
Tourism.
• Attract more national and
international events.
• City’s role in meaningful
economic development can be
expanded.
• Vandalism of facilities and non-
adherence to norms and standards
for the development of facilities.
• Junk status of the South African
economy and its local impacts.
• National political and administrative
instability.
56
The results of the institutional analysis in respect of the Opportunity City indicate that
the following areas need to be prioritized:
• Capitalizing on the competitive advantages that the City has to offer, whilst
simultaneously investing in competitively differentiating Nelson Mandela Bay.
• Optimizing the use of partners and other stakeholders to increase
opportunity for all residents.
• Building and strengthening existing initiatives to train and develop local
youth, the unemployed and the talented.
• Clarifying and improving the role of the City in job creation, poverty
alleviation and local and regional economic development.
57
PILLAR 3: THE SAFE CITY
STRENGTHS WEAKNESSES
• Safe City prioritised in strategic
planning documents.
• Strategic spatial plans prioritise
access/mobility, which are elements
of safety.
• A Metro Police Force is in place.
• Monitoring of safe drinking water,
river water and swimming water
supplied to residents, as well as the
monitoring of air and noise pollution.
• CCTV cameras installed on high-
mast lights in townships.
• LED lighting provides high lighting
levels and longer life spans.
• City is well covered by fire,
emergency and disaster
management services.
• A comprehensive set of by-laws exist
and the monitoring of the
enforcement of by-laws takes place.
• Non-governmental Organisations
(NGOs), Community Based
Organisations (CBOs) and other
organisations perform safety
functions (example: life-saving
clubs).
• Pollution of rivers and public places.
• Many areas are without functional
street or public lighting.
• Lack of adequate strategies exist for
addressing cable theft.
• Lack of recognition that safety is a
corporate responsibility, not a silo
responsibility.
• Safety element of spatial strategy is
not well articulated as a focus area.
• Succession planning and institutional
memory retention needs attention.
58
OPPORTUNITIES THREATS
• Planning for safe, resilient and
sustainable human settlements.
• Innovative electrification and the
removal of illegal connections can
reduce non-technical losses and
electrocution incidents.
• Sustainable Community Planning
and precinct planning for the BEPP
present an opportunity to specifically
address safety aspects at local level.
• Partnerships can be formed with
community stakeholders to address
specific community safety issues.
• Lack of lighting, which encourages
criminal activity.
• Illegal dumping into local rivers,
resulting in the pollution of these
resources.
• E.coli leaks into rivers, due to aging
infrastructure.
• The current lack of safety for
tourists, communities and
businesses.
• Perception of and actual high levels
of crime in public places.
• Lack of enforcement of legislation
and municipal by-laws.
The results of the institutional analysis in respect of the Safe City indicate that the
following areas need to be prioritized:
• Safety needs to be integrated in all departmental plans and activities from an
early stage.
• The City needs to nurture and promote community initiatives that contribute
towards the safety of residents.
• The City needs to form partnerships with other agencies such as the South
African Police Services (SAPS), community safety forums in an effort to
improve safety.
• The City needs to ensure that all by-laws and legislation can be enforced for
the safety of residents and visitors.
• The City needs to address its human resources, maintenance and
procurement capacity to be appropriate for the areas of safety.
59
PILLAR 4: THE INCLUSIVE CITY
STRENGTHS WEAKNESSES
• Sustainable Community Planning
Methodology was specifically
designed to promote inclusion and
integration in planning processes
and plans.
• Built Environment Performance Plan
(BEPP) inter alia addresses spatial
fragmentation through integrated City
development.
• Spatial Development Framework at
city-wide level addresses inclusion.
• IDP processes have prioritised
effective participation and
stakeholder involvement.
• Initiatives exist to provide free wifi /
broadband access at all libraries and
some civic buildings, and in some
township areas.
• Ward Committee System to ensure
inclusivity of residents in decision-
making processes.
• Regular engagements with the
community by the Executive Mayor
through diverse communication
channels and platforms, such as
radio, TV and print media.
• Lack of alignment within the
Municipality for inclusive planning
and development.
• Inner-city degeneration and decay.
• No funding currently exists for full wifi
/ broadband access roll-out to all
communities.
• Numerous settlements are located
on private ground and cannot be
provided with municipal services.
• Broad marketing of the City’s
strategic plans is needed to make
them more widely understood.
• No special measures exist for the
prioritisation of the needs of
vulnerable groups.
• Lack of integrated, safe public
transport system.
60
OPPORTUNITIES THREATS
• Better and more inclusive public
participation in built environment
interventions (planning and
implementation) and general civic
processes.
• Implementation of integrated
residential and mixed use
development.
• Development of the inner city as a
24-hour centre for all.
• Funding is being sought from
National Government to provide
electricity to informal areas outside
the Housing Programme.
• Public-Private Partnership (PPP)
process is under way to obtain
external service provider to provide
Smart City / WiFi to all communities.
• Possibility to establish public-private
partnerships towards integrated
development.
• Availability of private and public
buildings in Inner-City areas that can
be utilised for inner-city rejuvenation.
• Sports, arts and culture activities can
promote social cohesion and nation
building.
• Residents in informal settlements
lack security of tenure and positive
involvement in civic processes.
• Perpetuating development of
unsustainable townships with no or
limited access to social facilities and
amenities, due to poor alignment with
government departments in housing
projects (Intergovernmental Relations
(IGR)).
• Lack of continued feedback and on-
going communication with
stakeholders, leading to lack of
understanding of plans, as well as
mistrust of city strategic planning
processes.
• Current housing delivery model
promotes urban sprawl.
• Unsustainable housing delivery
models with predominantly
Reconstruction and Development
Programme (RDP) housing, as
opposed to other typologies and in
prioritised areas.
• Limited availability of strategic and
well located land for inner-city
densification.
61
The results of the institutional analysis in respect of the Inclusive City indicate that
the following areas need to be prioritized:
• Broad inclusive communication on all municipal processes, programmes and
plans.
• The use of technology to improve the accessibility of information and
communication with all residents and stakeholders.
• Developing intergovernmental relations and other partnerships for the delivery
of the full range of developmental needs and priorities of communities.
• Institutional organization around all planning and development initiatives for
the development of integrated and sustainable communities.
• The inclusion of marginalized and vulnerable groups in civic plans, processes
and products.
62
PILLAR 5: THE CARING CITY
STRENGTHS WEAKNESSES
• EPWP is fostering work
opportunities.
• Established and co-ordinated co-
operatives exist.
• Basic energy grants have been made
available from National Government
to provide energy to deserving
communities.
• Basic services are provided to the
indigent in respect of water,
electricity, sanitation and refuse
removal.
• IDP participation processes aim to
reach all groups in NMBM - special
efforts are made to reach poor and
vulnerable groups.
• Playground equipment is provided on
public open spaces (POS).
• Parks and cemeteries are being
beautified.
• Solar geysers were provided to
homes that were part of the housing
programmes.
• A detailed plan to eradicate the
bucket toilet system has been
formulated.
• A highly functional Operations Centre
exists for reporting water and
sanitation related service delivery
problems.
• The transition from poverty relief to
sustainable social entrepreneurs still
needs to be made.
• All programmes are funded through
National Grants rather than through
external funding.
• Lack of socio-economic facilities and
amenities persists in many poor
areas.
• Lack of availability of land for burials.
• Illegal occupation of RDP houses.
• No special measures exist for the
prioritisation of the needs of
vulnerable groups.
• Inadequate provision of dignified
sanitation solutions, with 16 317
bucket toilets still in place.
• Lack of services to communities
located in informal settlements on
private land.
63
• “War of Waste” Project fostering a
sense of pride and community
responsibility.
• Litter-picking project resulted in the
creation of jobs.
OPPORTUNITIES THREATS
• Partner with other relevant structures
and institutions to create a climate of
cooperation.
• Presence of private sector with
corporate social investment budgets
allows sharing of goals and
resources.
• Enhance access to social facilities
and amenities through integrated
development planning.
• Slow implementation of Small
Medium and Micro Enterprises
SMMEs (construction sector)
development programme.
• Inability to afford sustainable social
services and amenities for low
income households.
• Perpetuating development of
unsustainable townships with no or
limited access to social facilities and
amenities due to poor alignment with
government departments in housing
projects (IGR).
• Unsuitable land use (e.g. housing
and community gathering facilities) in
close proximity to the airport placing
residents at risk of noise impacts.
• Land invasion poses a threat to city
development plans.
• Lack of participation in municipal
processes around planning and
decision-making by poor and
vulnerable groups.
64
The results of the institutional analysis in respect of the Caring City indicate that the
following areas need to be prioritized:
• Creating an environment that promotes and ensures participation and the
well-being of vulnerable and marginalized groups in municipal processes
around planning and decision-making.
• Ensuring the provision of adequate services and amenities to all communities.
• Creating partnerships and seeking funding sources for improved social
amenities.
• Ensuring that city planning processes promote spatial justice and equitable
access (physically, socially and economically).
• Reviewing municipal operations to ensure efficient responses to community
complaints, applications and queries.
65
PILLAR 6: THE FORWARD THINKING CITY
STRENGTHS WEAKNESSES
• Partnership with Innovation Forum
and local University.
• Public-private and City-to-City
partnerships for learning and
knowledge sharing.
• Development infrastructure plans and
spatial development framework are in
place.
• Imminent completion of the
Nooitgedagt Coega Low Level
Scheme (Phase 2).
• “War on Waste” Cleaning Campaign
on-going to eliminate illegal dumping.
• Spatial planning documents promote
sustainable planning, proactive
planning and conservation.
• Relations with Council for Scientific
and Industrial Research (CSIR).
• Innovative off-grid power supply
solutions for informal settlements to
address basic service issues within
those areas.
• Environmental issues are a strong
element of strategic spatial plans.
• Outdated City-wide Information and
Communication Technology (ICT)
Strategy.
• Lack of skills in innovation and
research.
• Lack of funding to implement long-
term projects.
• Absence of resourced research
component in the city.
• Absence of a Long-term Financial
Sustainability Strategy.
• Lack of a well-articulated, properly
prioritised Capital Investment
Framework attached to the BEPP
and SDF.
• Renewable/Alternative energy use
decreases demand for electricity; as
a result, electricity profit margins are
shrinking.
OPPORTUNITIES THREATS
• International collaboration.
• Review and update all planning
instruments, with a view to
innovation and forward thinking.
• Investigating revenue growth ideas,
• Absence of research capability within
the Nelson Mandela Bay Municipality,
including the lack of accreditation of
the Scientific Services Division.
• Lack of coordinated strategic
66
such as the sale of data, as an
additional utility.
• Organisational review can address
the need for centralised strategic
planning function.
• The establishment and location of
South African International Maritime
Institute (SAIMI) and other research
institutes.
• Groundwater exploration at Coega
Kop to investigate an alternative
water source.
• Partnership in respect of innovative
technologies with private and public
entities.
• Complete Long-term Financial
Sustainability Strategy.
• Identifying and exploring innovative
approaches to municipal operations
and activities.
planning for a single City Plan.
• Funding and implementation of
Nooitgedagt Scheme being controlled
by National Department of Water and
Sanitation.
• Lack of integrated planning between
the NMBM and ACSA putting the
development of the airport at risk.
•
The results of the institutional analysis in respect of the Forward Thinking City
indicate that the following areas need to be prioritized:
• Aligning the organizational structure to meet the demands of an innovative
and forward thinking and planning City.
• Prioritizing the need for sustainability in all its dimensions (physical, social and
economic) in the planning and operations of the Municipality.
The above situational analysis, which provides the city context, current status of
service delivery and the introspective Strength, Weaknesses, Opportunities and
Threats (SWOT) analysis for each of the six pillars will, when combined with the
results of the comprehensive public participation undertaken, provide the foundation
for the activities to be conducted, as expressed in this IDP.
67
CHAPTER 3: METHODOLOGY
The Municipality’s leadership set in motion a strategy to prepare an Integrated
Development Plan that would bring change to Nelson Mandela Bay. With a strong
commitment to improving service delivery, stopping corruption and growing the
economy to create jobs, it was incumbent on the government to completely reform
the administration and its systems.
Chapter Seven (7) of the Constitution of the Republic of South Africa, Act 108 of
1996, Chapter Four (4) and Five (5) of Local Government Municipal Systems Act, 32
of 2000 and, Chapter Four (4) of the Municipal Finance Management Act Number 56
of 2003 compels municipalities to engage communities in public participation. This
should not only be done as a compliance exercise but also as a serious engagement
with communities in order for all programmes that a municipality is implementing
within the five (5) year cycle of its Integrated Development Planning (IDP) to be
informed by the priorities of its citizens.
Ahead of the development of the first edition of the IDP approved preceding the
2017/18 financial year, the highest attendance at IDP public participation meetings
was achieved in the history of the Metro, with more that 10 000 members of the
public participating.
The 2018/19 IDP / Budget public participation programme was approved by the
Strategic Planning Steering Committee that was established by the Executive Mayor
to oversee the whole planning and implementation processes. This programme was
unfortunately impacted by a number of challenges resuting from political sabotage.
Of the 25 planned meetings, 10 were disrupted and 15 took place without
disruptions. The programme was initially planned to take place from the 09 to the 17
April 2018 but, due to a public meeting held at Colchester on the 12 April 2018,
which errupted in violence and at which private and municipal assets were damaged
and or destroyed, the programme was amended to run until 24 April 2018.
68
Meetings in Wards where disruptions took place were: on the 10 April 2018, at Babs
Madlakane and Allan Ridge, on 11 April 2018, at Nongoza Jebe, Raymond Mhlaba
and Wells Estate, on 12 April 2018, at Colchester, on 17 April 2018, at Walmer Multi-
Purpose Centre, on 19 April 2018, at Sea view and on 23 April 2018, at Soweto on
Sea.
Venues where Ward meetings took place without disruptions were: on 10 April
2018, at Despatch Hall, Lillian Ngoyi Centre, on 11 April 2018, at Newton Park
Library, on 12 April 2018, at Portuguese Hall and Linton Grange Library, on the 17
April 2018, at Helenvale Centre, on the 18 April 2018, at Gelvandale Hall, on 19 April
2018, at Chatty Community Hall and on 24 April 2018, at Govan Mbeki Multi-
Purpose Centre.
Apart from the Municipality having consulted with communities, industry
engagements were also held. For the first time in the history of the Metro, Airports
Company South Africa (ACSA) was included among these (per 25 April 2018 ACSA
submission of input for consideration) as were the Cultural and Creative Industries
on the 16 April 2018. All such engagements provided valuable insights for achieving
a critical advancement for the City in pursuing more inclusive growth and
development going forward.
Table 1 reflects the 13 top priorities that were raised by communities during the first
round of IDP second edition public participation meetings held in August 2017. Such
is still the situation as per the recent public participation meetings that were held
during the 09 – 24 April 2018.
Table 1 is a summary of the 13 most commonly raised issues by the communities
during the public meetings held in April 2018 listed in their ranked order:
69
TABLE 1: PRIORITIES OF HIGHEST FREQUENCY RAISED IN WARD
MEETINGS DURING IDP/ BUDGET REVIEW AS AT APRIL 2018
PRIORITIES RAISED WARDS
1. Provision of street lights
(High mast lights)
4, 10, 11, 13, 14, 15, 18, 21, 24, 27, 28, 29, 30,
31, 32, 33, 34, 35 & 36 (19)
2. Construction of sports
fields and upgrading /
maintenance of existing
ones
4, 11, 13, 14, 15, 18, 20, 21, 22, 24, 28, 31, 32,
33, 34 & 36 (16)
3. Rectification of houses 4, 10, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34,
35 & 36 (15)
4. Provision of houses 4, 11, 12, 13, 15, 18, 24, 25, 27, 30, 31, 32, 33,
34 & 36 (15)
5. Tarring of roads and
construction of speed
humps
4, 11, 12, 13, 14,1 5, 29, 30, 31, 32, 33, 34, 35 &
36 (14)
6. Provision and upgrade of
Clinics
14, 25, 27, 31, 32, 36, 41, 42, 43, 49, 55 & 60
(12)
7. Illegal dumping 12, 15, 24, 26, 28, 30, 31, 32, 34 & 36 (10)
8. Rectification of pre 1994
houses
4, 14, 15,17, 18, 20, 21, 25 & 36 (10)
9. Upgrading and
maintenance of sewerage
system
4, 15, 20, 26, 27, 28, 29 & 36 (8)
10. Visibility of Metro Police 12, 13, 14, 15, 18, 20, 27 & 34 (8)
11. Skills development 4, 13, 14, 27, 28, 28, 31, 33 & 36 (8)
12. Construction and
Upgrade of Police
Stations
4, 11, 29, 31, 33, 35 & 36 (7)
13. Construction and
upgrade of Libraries
9, 23, 40, 48,58 & 60 (6)
70
Table 1 reflects that, of the 60 Wards in the NMBM, 19 (31, 67%) prioritized the
provision of Street lights, 16 (26, 67%) provision and upgrade of sporting facilities, 15
(25%) want provision of houses, 15 (25%) are concerned about the rectification oh
houses and a further 10 (15%) have raised the issue of rectification of houses that
were built before 1994.
A source of much pride for the coalition government established in 2016 is that
Nelson Mandela Bay Municipality embarked in 2017 on implementing a process
towards becoming the first city on the African continent to conduct participatory
budgeting as a core component of its IDP public participation. What this process has
thus far entailed, is engaging at a ward level with community members and their
respective Ward Councillors on the prioritization (“high”, “medium” and “when
possible”) of their needs and expectations. The purpose of this, is to better ensure
that with what budget is available, that the needs and expectations of greatest
importance to communities are better represented in the municipal budget.
After having conducted a thorough assessment of the state of the economy in the
region and the challenges faced, several key lessons have been learnt. These
include, but are not limited to, an approach in implementing LED projects,
infrastructure development, trade and investment facilitation, and promotion. Further
to the assessment done, the Municipality has comprehensively consulted with
economic sectors to get inputs on how best it can tackle the challenges faced to
grow the economy.
The inputs from the economic sector sessions provide critical direction for the growth
and development of the Metro’s economy. The plan is to ensure that LED helps
communities to realise a lively, resilient and sustainable local economies in order to
improve the quality of life for all.
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A SPATIAL REPRESENTATION OF THE 13 MOST FREQUENTLY RAISED
PRIORITIES BY THE RESIDENTS DURING PUBLIC MEETINGS IN APRIL 2018
The Municipality has aligned this information with the 2018/19 Ward-based budgets
and will look to fully entrench the ratings system into all public participation
engagements going forward.
The leadership committed to deliver on six pillars: Well-Run City; Opportunity City;
Caring City; Inclusive City; Safe City; and Forward-Thinking City. It was decided
over a number of engagements between the senior political and administrative
leadership that, the Final IDP would express a number of chapters customised in a
way that would directly respond to the express commitment to the six pillars
identified.
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The IDP therefore reflects on the status quo of the institution in respect of the six
pillars, as determined through a SWOT analysis. Based on the ambitions of the
current leadership, both political and administrative, as well as the feedback from the
intensive public participation sessions, an appropriate delivery plan has been
formulated that responds directly to the six pillars and the strategic objectives
identified.
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CHAPTER 4
SPATIAL STRATEGY
4.1 INTRODUCTION
The spatial strategy of the Municipality is embedded in three interrelated strategic
documents; these are:
• The Metropolitan Spatial Development Framework (MSDF).
• The Sustainable Community Planning Methodology.
• The Built Environment Performance Plan (BEPP).
This Chapter outlines the key features of these three strategic documents, which
together form the spatial strategy of the City. The documents exist as separate
documents, and the MSDF and BEPP are required to be legally compliant.
The Metropolitan Spatial Development Framework (MSDF) is the primary spatial
plan of the City and represents the spatial manifestation of the IDP. All matters of a
spatial nature concerning the Municipality are encapsulated in the MSDF. It includes
the aforementioned Sustainable Community Planning Methodology and the Built
Environment Performance Plan.
The initial MSDF was approved by Council in 2009; a second version was approved
in December 2015. A Draft MSDF exists, and this Chapter includes the revised
Spatial Development Framework Strategy. The Spatial Planning and Land Use
Management Act 2013 (SPLUMA) sets the legal framework for the SDFs of South
African municipalities. A new and legally compliant SDF will be adopted within the
2018/19 financial year following the adoption of the new post-election IDP. The core
principles of the SDF have remained intact over multi-year periods and political
cycles.
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The Sustainable Community Planning Methodology is an international award-winning
planning methodology developed and implemented in the Nelson Mandela Bay
Municipality (NMBM), to enhance the levels of sustainability and integration of
development within the City and to reduce the effects of entrenched segregation. It
promotes the analysis and planning of the City in what is termed Sustainable
Community Units (SCUs), which apply to both new and existing areas and aim to
ensure that any development is examined through the lenses of housing, work,
services, transport and character / identity, in order that the need for travel is
reduced and that essential services in the above categories are available within
walking distance of all households within an SCU.
The Built Environment Performance Plan (BEPP) is an annual requirement of the
Division of Revenue Act, which aims to bring about practical spatial restructuring of
the country’s Metropolitan Cities through defining and actively implementing an
Urban Network Strategy (UNS) that defines CBDs and hubs connected by
Integration Zones, where access is prioritised Transit Oriented Development (TOD)
as well as catalytic projects and high density mixed-use developments are promoted.
The BEPP also focuses on the implementation of Growth Nodes and the eradication
of Informal Settlements. The BEPP is required to release various grant funding from
National Treasury and can be seen to represent the capital urban investment
strategy of the city, especially of the conditional grants. The NMBM 2018/19-
2021/22 Built Environment Performance Plan is available on the municipal website:
www.nelsonmandelabay.gov.za.
4.2 NMBM METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK
The Metropolitan Spatial Development Framework (MSDF) and the associated, more
detailed, Local Spatial Development Frameworks (LSDFs) seek to guide overall
spatial form and identify current and future desirable land uses within the
Municipality at a broad level in order to give physical effect to the vision, goals and
objectives of the IDP.
The MSDF identifies major transport routes, future transport links, environmentally
important areas and key potentials and constraints. The MSDF also aims to
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sequence future development areas in a manner that makes the best use of
infrastructure services and limits the leap-frogging of development and the
unnecessary expansion of infrastructure networks.
The legal importance of the MSDF is contained, inter alia, in the Spatial Planning
and Land Use Management Act 2013 (SPLUMA), Chapter 4, which states that:
“a Municipal Planning Tribunal or any other authority required or mandated to make
a land development decision in terms of this Act or any other law relating to land
development, may not make a decision which is inconsistent with a municipal spatial
development framework, unless if site specific circumstances justify a departure from
such provisions.”
4.2.1 Rationale for Spatial Planning
The MSDF must give effect to the development principles contained in the Spatial
Planning and Land Use Management Act, 2013 (SPLUMA). These are:
• Spatial justice.
• Spatial sustainability.
• Efficiency.
• Spatial resilience.
• Good administration.
4.2.2 SDF processes
The following processes of the SDF support sustainable development within the
Nelson Mandela Bay Municipality:
• Analysis of spatial opportunities, constraints, patterns and trends.
• Identification of the need for spatial restructuring and land reform.
• Provision of spatial solutions to developmental issues.
• Identification of national spatial development principles and their spatial
application in the NMBM.
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• Understanding of and allowance for the spatial implications of social,
economic and environmental sustainability.
• Production of a document to guide decision-making on developable and non-
developable areas, including the sequencing of development.
• Creation of a framework for public and private investment decisions to
facilitate investor confidence.
4.2.3 Priority Areas
The MSDF provides strategic guidance in respect of areas on which the Municipality
should focus the allocation of its resources. In order to assist in prioritising projects
and allocating resources, the following elements of the MSDF are isolated as
geographic entities that give guidance as to where the priority capital investment
areas lie. These areas are:
• Core economic areas
• Infill priority areas
• Strategic development areas
• Service upgrading priority areas
The MSDF is also supported by a number of sectoral plans and topic-specific
planning documents, which include the following:
• Strategic Environmental Assessment.
• Urban edge/Rural management and urban densification policies.
• Demographic Study update.
• Land Use Management System (LUMS).
• Human Settlements Implementation Plan.
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4.2.4 Spatial Overview of Nelson Mandela Bay
The Nelson Mandela Bay Municipality (NMBM) was the first metropolitan
municipality in the Eastern Cape Province and is one of eight metropolitan
municipalities in South Africa. The Nelson Mandela Bay Municipality covers an area
of 1959,02 square kilometres and is bordered by the Sundays River in the north, the
Van Stadens River in the south west and the Greater Uitenhage/Despatch areas
towards the west of the metropolitan area.
Nelson Mandela Bay Overview: Urban and Natural Envi ronment
The demarcation process as provided for in the Demarcation Act (Act 27, 1998)
caused the disestablishment of seven separate local authority administrations and
the formation of the Nelson Mandela Bay Metropolitan Municipality (NMBMM). The
most significant administrations incorporated were Port Elizabeth, Uitenhage,
Despatch and a portion of the Western District Council.
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4.2.5 Proposed Metropolitan Structure
Structuring the Plan
The spatial structuring of the Plan is based on the following factors:
• Available land and its features.
• Envisaged population growth.
• Economic development.
• Principles guiding integration, efficiency and sustainability.
The following considerations have been used to determine the basic structure of the
Plan:
• Land earmarked for new development, including low income housing, has
been selected on the basis that vacant land within and close to the existing
built-up areas must be utilised first, while further outlying areas are considered
for development only once more centrally located land has been taken up.
This will encourage more efficient use of existing infrastructure before network
extensions are required. It will also discourage the leap-frogging of
development, which is expensive from a bulk services provision perspective.
• Land uses are to be arranged in a manner that promotes the development
and use of an efficient public transport system. Densification and a mix of
land uses along major transport corridors can achieve this objective.
• Access to green recreational zones from residential areas has been given
special attention. Natural, sensitive areas have been identified for protection
and additional green spaces have been set aside for recreational use, as well
as other uses that are of an ecological nature.
• Certain land uses, such as large industrial areas, are kept away from
residential areas, due to the heavy traffic, air pollution and noise generated by
industrial operations.
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• Existing economic nodes, such as the Coega IDZ, as well as the Uitenhage
and Port Elizabeth main industrial areas and existing commercial centres as
employment nodes; therefore, structuring elements.
• Further transport links are proposed to promote integration and overall
accessibility; linking major centres and industrial areas with residential areas
is important, taking into account the limitations resulting from valleys, rivers
and escarpments.
• Public transport corridors have been proposed linking economic areas. The
future growth direction from Motherwell would thus be to the west, in the
direction of Uitenhage, with the Coega IDZ providing employment
opportunities for the adjacent residential areas of Motherwell.
• Main arterial roads and rail links for private and public transport between the
different urban areas are most easily arranged in east-west directions.
Linkages in the north-south direction as well as inland are impeded by valleys,
rivers and escarpments and are consequently mainly limited to coastal
corridors. It is important that cross city linkages are explored to improve
accessibility.
• It is vital to reserve land for future communication links through the urban
zones. This is especially important when building between existing
developments to make the urban structure more dense and efficient. Such
reserves will serve to avoid future transport problems and the additional cost
of creating new links through development areas.
• The approach was therefore on pedestrian movement and public transport
and the provision of access to services and job opportunities.
Primary Structuring Elements
Apartheid planning consigned most South Africa cities to the principles of
segregation, separate development and unequal access to resources. Such planning
divided cities and left places of work and economic opportunities far from the place
where the majority of the population live. Measures and strategies need to be put in
place to actively restructure the city. The following elements are important
considerations in achieving this.
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Activity Nodes
Nodes are places of high accessibility, characterised by a concentration of mixed
use activities, such as retail, office, entertainment, community facilities and
residential components. Such places are usually located at strategic transport
interchanges.
These Nodes are regarded as priority areas for densification, integration,
intensification and the improvement of environmental quality. Nodes are mostly
targeted for public and private investment, as they can enhance economic
opportunities and enable more efficient service delivery intensifying activities.
Urban Network Strategy
NMBM Urban Nodes
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Urban Corridors / Activity Spines
Urban corridors are a combination of structuring elements that reinforce a hierarchy
of nodes. They have varying development intensities and widths. Mixed used
activities should be created and promoted within such corridors/spines to also
include different modes of transport. This minimises travelling costs and the costs of
transport infrastructure by increasing accessibility to employment opportunities,
especially for previously disadvantaged communities.
The city structure needs to be developed in a manner that uses infrastructure more
efficiently and minimises the need to extend infrastructure networks unnecessarily.
Transportation infrastructure is the most expensive infrastructure in urban
development and extensions to road and rail networks therefore need to be kept to a
minimum.
Residential and commercial densities along transportation routes need to be
increased at strategic locations (i.e. near development nodes) in order to transform
major routes into activity or development corridors and create an environment
conducive for sustainable human settlements.
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NMBM Activity Corridors
Activity spines can be defined as concentrated urban development along movement
routes that are typically also major public transport routes. Development can either
take the form of continuous linear development or a series of nodes along the activity
spine.
Natural Open Space and Green System
The Nelson Mandela Bay Municipality’s open space network plays a fundamental
role in shaping the city through the conservation of ecological resources, which are
amongst the major structuring elements guiding the development of the city. The
open space network has spatial, social and technical dimensions.
The open space and green system within the Metro provides a diverse range of
environments, characterised by conservation areas, recreational activities, corridor
parks, watercourses, ridges, heritages sites, etc. Existing natural environmental
resources are economic assets, as they promote liveability and the vitality of
communities. The open space and green system should be protected and enhanced
to ensure that the benefits of local ecosystems are maximised.
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Consolidation and Densification
A consolidation and densification approach promotes more compact urban
development and maximises the efficiency of areas that are well serviced and
centrally located.
This approach contributes to the restructuring of the urban environment and
discourages urban sprawl by promoting development that is adjacent to existing
urban areas. Furthermore, it promotes the more efficient use of the existing
infrastructure, especially at urban centres and along urban corridors.
Growth Management / Urban Edge
Most urban areas in South Africa are characterised by urban sprawl; citizens spend
a lot of time and money travelling long distances to work, shops, schools and social
facilities. Local authorities are also required to invest large amounts in providing and
maintaining excessive infrastructure. A tool of the spatial development framework
for growth management is the demarcation of an urban growth boundary or urban
edge. The “urban edge” is a conceptual boundary that delineates the urban area in
order to contain physical development and sprawl and re-direct growth towards a
more integrated, compact and efficient urban form, guided by detailed plans.
The delineation of an urban edge achieves a more efficient and sustainable
municipality through the –
• Containment of urban sprawl.
• Intensification of development.
• Integration of urban areas.
• Protection of valuable agricultural, natural and cultural resources.
• Optimum use of existing resources in established urban areas, such as bulk
service infrastructure, roads and public facilities.
• Reduced need for commuting, as well as reduced commuting distances.
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4.3 SUSTAINABLE COMMUNITY PLANNING AND METHODOLOGY
The existing pattern of development in Nelson Mandela Bay is the result of historical
segregation-based planning. The structuring not only separates different racial
groupings in geographical terms, but has also resulted in huge disparities in
standards of living, as well as access to infrastructural services, employment, and
cultural and recreational facilities. As these imbalances serve as constraints for
redevelopment, they should be addressed and rectified.
The NMBM developed and introduced this planning methodology to assist the city in
dealing with the creation of a more sustainable city. The methodology is an integral
part of the MSDF, LSDF and precinct planning that is undertaken.
Sustainable Community Units (SCUs) have been introduced to achieve a more
balanced structure in Nelson Mandela Bay, in order to reduce discrepancies in terms
of service provision and standards; promote integration in socio-economic and
functional terms; and provide for economic activities and employment opportunities.
The urban area of Nelson Mandela Bay has been divided into a number of planning
units or entities, known as Sustainable Community Units. These are defined by the
distance that an average person can comfortably walk in half an hour, i.e. a 2 km
radius.
The planning methodology aims to provide the requirements for a minimum standard
of planning and living within those areas; in other words, amenities, facilities and job
opportunities must be within walking distance of all residents. All SCUs in Nelson
Mandela Bay are to be linked by a public transport network, which will ensure that all
areas are accessible to all communities by means of public transport, which is also
required in terms of the Integrated Transport Plan.
Basic municipal facilities and services should be provided within walking distance of
residential areas; higher order facilities can be located further away.
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Distance to Facilities
The SCU planning methodology concept identifies the need to make higher levels of
sustainability and integration in Nelson Mandela Bay its primary focus. The basis for
sustainable community planning lies in the development principles adopted at
national, provincial and local government levels, as supported by legislation and
government policies.
The Municipality’s Sustainable Community Planning methodology covers both
existing and future areas of development. A fundamental principle of this plan is to
have work opportunities closer to places of residence in order to reduce the need to
travel. This is to be achieved through the planning of new areas to accommodate
more than just housing developments, but also through a paradigm shift, in location
of new settlements closer to rather than further away from places of employment and
social and public amenities. Peri-urban areas, in which settlements exist, are also
planned according to the Sustainable Community Planning methodology, with a view
to providing local job opportunities.
The development goals and principles of particular importance for spatial planning in
SCUs are:
(a) Poverty alleviation and the satisfaction of basic needs.
(b) Focus on special needs groups (HIV and AIDS affected/infected persons,
children, the elderly, and persons with disabilities).
(c) Gender equality and equity.
(d) The environment (physical, socio-economic).
(e) Participation and democratic processes.
(f) Local economic development.
(g) Accessibility (public transport and pedestrian focus).
(h) Mixed-use development.
(i) Corridor development.
(j) Safety and security.
(k) Variation and flexibility.
(l) Appropriate densification.
(m) Reducing urban sprawl.
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To achieve both sustainability and integration, the following functional elements need
attention in relation to the above principles:
(a) Housing
(b) Work
(c) Services
(d) Transport
(e) Community
(f) Character and identity
Focusing on these six elements, minimum standards are pursued to achieve an
acceptable planning quality, which will result in an improved quality of life for
residents in these areas (for more detail on the planning methodology outlined
above, refer to the Sustainable Community Planning Guide, dated June 2007; also
available on the municipal website: (www.nelsonmandelabay.gov.za).
4.4 THE BUILT ENVIRONMENT PERFORMANCE PLAN (BEPP)
The development of a Built Environment Performance Plan (BEPP) is a requirement
of the Division of Revenue Act (DoRA) in respect of the various infrastructure grants
related to the built environment of metropolitan municipalities. It is submitted to
National Treasury in order to, inter alia, access the following conditional grants:
• Integrated City Development Grant (ICDG)
• Urban Settlements Development Grant (USDG)
• Human Settlements Development Grant (HSDG)
• Public Transport Infrastructure Grant (PTIG)
• Neighbourhood Partnership Development Grant (NDPG)
• Integrated National Electrification Grant (INEP)
The BEPP aims to demonstrate the use of these grants for the purpose of spatial
restructuring through targeting capital expenditure in areas that will maximise the
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positive impact on citizens, leverage private sector investment, and support growth
and development towards a transformed spatial form and a more compact city.
The BEPP is complementary to the Municipality’s key strategic documents, which
include the Integrated Development Plan (IDP), the Budget, the Spatial Development
Framework (SDF) and the Comprehensive Integrated Transport Plan (CITP). The
BEPP directly complements the MSDF, and the MSDF must embrace the BEPP.
The BEPP focuses on three main areas:
• An Urban Network Strategy (UNS), including Integration Zones and catalytic
projects.
• Economic/Growth nodes.
• Informal settlements and marginalised areas.
4.4.1 Urban Network Strategy / Integration Zones an d Catalytic Projects
Spatial targeting and the elimination of spatial inequalities, as envisaged in the
National Development Plan, is an underlying principle of the Urban Network
approach, hence the focus on the catalytic development of under-serviced city areas.
The Urban Network Strategy identifies a number of network elements (CBD, hubs,
growth areas) and allows for the identification of Integration Zones that link CBDs
and hubs in which catalytic development is encouraged.
4.4.1.1 Township Cluster
For the purposes of the BEPP, the townships of Nelson Mandela Bay have been
clustered into six township clusters.
The density and income characteristics of these clusters are illustrated in the figures
below, which highlight the higher densities and lower income levels of the Northern
Townships (clusters), with Ibhayi displaying the highest density per hectare.
Motherwell has the highest percentage of the population earning less than R3 183
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per month. The population numbers and densities in the Southern Clusters are
noticeably smaller and lower than those of the Northern Clusters.
Urban Network Strategy: Cluster Densities (Persons/ Ha)
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Urban Network Strategy - Income Levels per Cluster
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4.4.1.2 Identification of urban network elements of the Urban Network
Strategy (UNS)
The major elements of the Urban Network Strategy are illustrated and explained in
more detail below.
Urban Network Strategy Framework
CENTRAL BUSINESS DISTRICTS (CBDs)
The Urban Network Framework identifies the CBDs of Port Elizabeth, Uitenhage and
Despatch as important nodes.
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PRIMARY NETWORK / TRANSPORT LINKS
MAJOR ARTERIES
The primary transport network includes three of the five major transport arteries,
being Harrower / Stanford Road, Provincial Route R75 and the Khulani Corridor.
Other primary arteries are Old Cape Road (R101), Provincial Route R10, Heugh /
Buffelsfontein Road, the William Moffatt Expressway, and the N2.
ROAD NETWORK
Public transport serves the metropolitan area along the following existing and
planned routes:
• North-South linkage between the PE CBD and Motherwell via Ibhayi; along
the Khulani Corridor.
• North-West linkage between the PE CBD and Bloemendal / Bethelsdorp,
along Stanford Road.
• South-West linkage between the PE CBD and the Western Suburbs, via Old
Cape Road.
RAIL NETWORK
There is an existing passenger rail link between the PE CBD and Uitenhage.
There is an existing passenger rail link between the PE CBD and Motherwell /
Markman.
A passenger rail link between Port Elizabeth CBD and Motherwell via a proposed
new Motherwell Rail Corridor parallel to Tyhinira Street (Motherwell) is planned.
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There is a long-term possible linkage between Coega and Uitenhage.
A narrow-gauge rail line exists between Humerail (Port Elizabeth) and Loerie.
OTHER ACTIVITY CORRIDORS
The Nelson Mandela Bay Urban Network further identifies other existing mixed use
activity corridors that are important. These are:
• Walmer Boulevard, Heugh Road and Buffelsfontein Road
• Walmer Main Road
• William Moffatt Expressway
• Cape Road
URBAN HUBS
PRIMARY URBAN HUBS
The Primary Hubs are:
• Port Elizabeth / Uitenhage / Despatch CBD
• Njoli / Ibhayi Hub
• Zanemvula (Chatty Jachtvlakte) Hub.
4.4.1.3 Integration Zones
Two integration zones are identified, linking the CBD and Primary Hubs. The
Integration Zones traverse the poorest parts of the city, where catalytic development
intervention is prioritised.
These Integration Zones are described below:
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Integration Zone 1 Khulani / Njoli:
This Integration Zone includes the Khulani Corridor, as well as the Motherwell Node.
It links the Inner City area and the Njoli Hub and incorporates a portion of the Khulani
Corridor between Stanford Road and Njoli Square.
Integration Zone 2: Stanford Road to Uitenhage:
This Integration Zone 2 along Stanford Road is a link between Integration Zone 1
and Chatty Jachtvlakte. Environmental and spatial constraints make it a very narrow
corridor with limited scope for catalytic and development intervention. These would
be limited to modal interchanges along Stanford Road, such as the Cleary Park
Modal interchange.
4.4.2 Growth Areas
Four growth areas have been identified:
• Walmer / Summerstrand Growth Area
• Fairview West Growth Area
• Motherwell Growth Area
• Baywest Growth Area
The Urban Network Framework includes the following Secondary Hubs:
• Kenako / Vista
• Red Location
• Jachtvlakte / KwaNobuhle
• Wells Estate
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Other Nodes identified, include:
• Greenacres / Newton Park Node
• Walmer Node
• Great Westway (Makro / Framesby / Westering) Node
4.4.3 Catalytic Programmes
The Catalytic Programmes of the BEPP reflect interventions that include
developments that are:
• Within defined Integration Zones.
• Private and public sector initiatives in their implementation.
• Inner city, mixed use, social, commercial and residential development
initiatives.
• Informal settlements and marginalised area upgrading.
• Linkage projects, such as critical road infrastructure, to ensure a proper
linkage between the Integration Zones and the rest of the city.
The following map shows the location of the selected catalytic programmes in
relation to the Integration Zones of the Urban Network Strategy.
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Catalytic Programmes
It is the intention to move the catalytic projects as quickly as possible from the
planning to the implementation phases.
The NMBM is characterised by slow economic growth; therefore, it can be concluded
that positive change will be slow. In view of this, the City does not have the
opportunity for many economic and “game-changing” projects. It is important
therefore to focus efforts on a limited number of strategic projects that will have
maximum impact. In addition, because of the extreme poverty of the city, poor areas
need to be targeted for investment and development. The City is spatially divided,
due to its geography and historic patterns of development. Linkage projects to
increase access must therefore also be prioritised.
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4.5 INFORMAL SETTLEMENTS AND MARGINALISED AREAS
4.5.1 Management and Upgrading of Informal Settleme nts
The Municipality has a dedicated programme for the elimination of informal
settlements, as contained in the Informal Settlements Upgrading Plan (NMBM:
Human Settlements Directorate, 2008). The Plan was developed in 2008 and
included 81 informal settlements. Although 51 informal settlements now remain and
are contained in a matrix of in situ upgrading / destination areas, programmed over
time, prioritised and implemented according to the availability of funding.
In terms of municipal policy, the relocation of informal settlements happens as a last
resort. Where an informal settlement can be formalised in situ, this is done. Of the
105 originally identified informal settlements, 34 informal settlements were upgraded
in situ. In some instances, due to density, not everyone in the informal settlements
can be accommodated in situ. In these cases, the remaining residents are relocated
to locations situated as close-by as possible. Informal settlements in stressed areas,
such as under power lines, on tip-sites, in floodplains or other such areas, are
relocated to new areas. To accommodate these communities, 9 Greenfield sites
have been prepared and serviced. In order to accommodate the total need for new
development, 16 Greenfield sites have been programmed for completion in terms of
the approved Human Settlements Plan.
The Informal Settlements Upgrading Plan is part of the NMBM Human Settlements
Plan. The main focus of the Plan is the full technical and social investigation of all
the informal settlements within the Metro, as well as the categorisation of each
settlement in term of needs and vulnerability.
The prioritisation of projects is based on technical readiness, including town planning
layout approvals, general plan layout approvals, environmental approvals, completed
geotechnical investigations, and the availability of bulk infrastructure. Greenfield
projects are also prioritised as destination projects for relocation purposes.
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4.5.2 Strategy for better located housing developme nt for all and
specifically the poor in relation to densification
Well located, pro-poor urban development strategies are well entrenched in the
Sustainable Community Planning Methodology of the NMBM. The methodology
focuses on actions and approaches to achieve higher levels of functional, social and
economic integration, simultaneously promoting and improving social, economic and
environmental sustainability.
The density of existing areas should be increased through infill development on
vacant land not required for other purposes. Corridor development along public
transport and other major transport routes will also increase densities in existing
areas. Transit Oriented Development (TOD) is a priority of the City.
To effectively increase density and thereby reduce urban sprawl, future densities
should average at least 30 to 40 units per hectare (gross) in new areas. Current
densities average 20 units per hectare.
It is predicted that more than 80% of the future residential demand in the Metro will
be for low-income housing. In view of the need for densification, it is this sector that
will, of necessity, be most affected.
The current practice of creating erven of 200 – 300 m² for low-income housing is
unsustainable from an economic and land utilisation point of view. Increased
densities will decrease land and servicing infrastructure costs and also enhance the
viability of public transport systems.
The proposals in the context of the Nelson Mandela Bay area are as follows:
• Strengthening the existing major bus routes and commuter routes in the Metro
by the addition of high-density development alongside (Transit Oriented
Development (TOD)).
• Intensifying development around existing public open spaces, where
appropriate. Intensification refers to the subdivision of the existing
appropriately located and designed Brownfield erven.
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• Greenfield development of certain strategic sites which, although located on
the periphery of the City, could nevertheless be easily integrated into either
the rail or road transport system. Environmental considerations rather than
cadastral boundaries inform the perimeters of such external Greenfield sites.
4.6 CONCLUSION
The abovementioned documents together comprise the Spatial Strategy of the
NMBM, which has at its core the aim of sustainability and achieving a more equitable
spatial structure for the population of the Metro. The strategies mentioned above do
not exist in isolation of each other, but together enhance the prospects of achieving
spatial justice over time. Greater integration and alignment of the strategic spatial
plans will be achieved in this IDP focus period.
Key in going forward is to make impact at a tactical, community experience level
within the context of the overall Spatial Strategy at a macro level. Our plans and
policies need to make a tangible difference in the everyday lives of all citizens.
In this regard the Long Term Growth and Development Plan and the Performance
Management aspects of this IDP aim to ensure that the macro spatial strategy is
experienced at community level through aspects of safer neighbourhoods and
streets, more functional suburbs with more choices and diversity to meet daily
needs, more accessible and convenient facilities with greater mobility, healthier and
greener and more sustainable living areas backed by a caring and more participative
local government.
This Municipality will attain greater equity if it can overcome the legacy of racial
segregation within settlements and replace it with a more integrated settlement
pattern. Significant integration has been achieved in formerly white residential areas
in the Metro’s of our country. It is also evident that socio-economic differences are
becoming more prominent than racial segregation in sustaining the boundaries
between suburbs, the inner-city areas and former townships. As the municipality, we
can further address equity and integration by providing better infrastructure and
services, promoting local economic development and offering good governance.
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CHAPTER 5: IDP DELIVERY APPROACH IN ALIGNMENT WITH
THE LONG-TERM PLAN
INTRODUCTION
The Long-Term Growth and Development Plan is designed to provide a framework
for three successive five-year Integrated Development Plans until 2032, aimed at
achieving a comprehensive socio-economic turnaround for the Nelson Mandela Bay
Municipality. The role of the Long Term Growth and Development Plan is to guide
articulation of a comprehensive local vision for the determining of the development
objectives of the next three IDPs it will inform. This is of considerable importance for
equipping all directorates of the municipality with united focus for efforts to meet
challenges and achieve desired goals.
Over the coming fifteen years, notable achievements will reflect the inroads made in
meeting targets set in all development indicators. These achievements will have
been made possible by the setting of correct economic growth priorities throughout
the successive IDPs and the annual reviews. Each IDP will be based on current
conditions, while ensuring continuity of the development effort, including through
concentrated coordination with provincial and national spheres of government on
“people-oriented development” aspects of service delivery, such as education,
health, and social development support. Integration of these priorities with the
infrastructure agenda will advance the harnessing of available resources into
effective productive capabilities that contribute efficiently to realising long-term
strategic objectives.
At the broader level, strategic focus will be placed on integrating the local economy
into the development agendas of the national and continental economies and to
efficiently manage and capitalise on the impacts of globalisation and climate change
as two of the most prominent challenges currently faced.
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An equally important objective is tackling poverty towards realising the vision so that
all communities can share in the benefits of growth and improvements in quality of
life. This is of critical priority to delivering on the long-term vision of all spheres of
government.
In order for true socio-economic development to be achieved, the long-term
development agenda will reflect in all integrated development indicators. These
achievements will be enabled through the setting of correct economic growth
priorities throughout the successive integrated development plans. Each such plan
will be based on current conditions, while ensuring continuity of the development
effort and concentrating on human development sectors, such as education,
healthcare, and family care, and on the infrastructure, in order to transform available
resources into effective productive capacities that contribute efficiently to realizing
our city’s long-term strategic objectives.
IMPLEMENTING THE LONG-TERM GROWTH AND DEVELOPMENT P LAN
THROUGH THE IDP
The Metro’s political and administrative leadership, communities and economic
sector groups consulted throughout the development of the long term development
plan have high ambitions for a bright future for Nelson Mandela Bay. This
Municipality is determined to achieve those ambitions throughout Port Elizabeth,
Uitenhage and Despatch. It is well-established that progress cannot proceed across
all fronts simultaneously and at equal pace – the essence of strategy is the optimal
prioritisation and making of choices regarding which elements of an envisioned
future are most practically pursued in each phase of its realisation. In this way, each
set of milestones can be achieved through advance from the solid foundation of
delivery preceding it. The purpose of this section of the IDP is to set out broad
phasing for the implementation of strategy.
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The Long-term Growth and Development Plan adopts a fifteen-year perspective. It
therefore covers the period of three Integrated Development Plans:
(a) IDP 1, passed in June 2017, covering the 2017/18 to 2021/22 financial
years;
(b) IDP 2, to be passed in June 2022, covering the 2022/23 to 2026/27 financial
years; and
(c) IDP 3, to be passed in June 2027, covering the 2027/28 to 2031/32 financial
years.
In the interim years between each new IDP, IDPs are annually reviewed. This IDP is
the 2018/19 second edition of that adopted in 2017, reviewed following progress
achieved over the 2017/18 financial year.
Each successive IDP will systematically build on the achievements of its
predecessors, so that the objectives set out in the long-term plan are cumulatively
achieved. In this way customer confidence in our planning and future will steadily
grow from the demonstrable progress made in delivering on the objectives in the six
pillars and each long-term milestone until the 2031 municipal elections.
The priority areas of focus set out in each phase do not imply that development
aspects not herein addressed will be altogether ignored: While the Metro must of
course service-deliver on all of its mandated responsibilities, and its leadership is
committed to continually seeking opportunities for overall improvement; the purpose
of this plan is to define in broad terms, the development direction agenda for Nelson
Mandela Bay in a manner that is not possible in shorter-term, fully budgeted-for and
legislation-required plans. Detail is nevertheless expanded upon in the case of those
strategic actions wherein broader goals do not naturally imply those actions. This will
ensure that each new IDP builds systematically on the achievements of its
predecessors, through essential progress in each of the following development focus
areas:
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• Governance and organisation-led development
• Infrastructure-led development
• Opportunity-led development
• Infrastructure-led development
• Development for Resilience
• Development through lifestyle offering
• Development through conservation of our natural, built and cultural assets
• Safety-enabled development
• People-oriented development
• Technology-led development
5.1 Governance and Organisation-led Development
“As the first point of contact between citizens and the government, local
government is at the coalface of delivering a better life for the citizens of
South Africa. It’s a sphere of government where policies meet the real-life
aspirations of the people, where theory meets reality.” - Phakama
Mbonambi
Institutional and administrative reforms and developments undertaken over the next
five years will contribute to rationalising the NMBM’s public administration and to
enhancing its capabilities, as well as to developing the necessary enabling regulatory
and policy landscape for supporting economic restructuring and for providing an
attractive environment for small business, industry and investment. Government
procedures are in the process of being streamlined, and this progression will
continually increase in momentum over the coming years, to ensure that the
municipality’s institutional structure, planning and human capital are well-aligned to
support and reinforce continued establishment of a solid base for the implementation
of the Long Term Plan through each successive IDP.
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Ongoing baseline analysis of the development status quo will inform all targets and
ensure that targets set, generate the highest possible value from all of our human
and financial resources. We will in this way continually achieve not only progress but
measurable progress.
5.1.1 Transformation of the institutional systems, processes and
organisational structure
Within the first phase of the Long-Term Plan’s implementation, the municipality will
deliver on its objective to transform the institutional systems, processes and
organisational structure to ones of high performance in order to effectively deliver
basic services.
Steadily improved transversal governance will ensure that service delivery outcomes
demonstrate integration, balance and interdependence of all directorates and sub-
directorates of the municipality to yield tangible social, environmental and economic
rewards. This integrated approach will require:
• Perspective – awareness, understanding and accounting for all of the inter-
connections between government functions throughout both planning and
day-to-day decision making processes.
• A holistic and transversal approach – an overall governance plan and
structure that is self-reinforcing, comprising sub-components that are mutually
reinforcing.
• Responsive self-correcting governance through vigilant performance
monitoring and evaluation of plans, systems and operations.
• Awareness as to when to address inefficiencies with a fresh approach and
seek more creative solutions than currently in use.
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The most significant manifestation of our long term commitment to governance and
organisation-led development will be through our performance management, the
philosophy of which is best articulated by Osborne Gaebler:
“What gets measured gets done
If you don’t measure results, you can’t tell success from failure
If you can’t see success, you can’t reward it
If you can’t reward success, you are probably rewarding failure
If you can’t see success, you can’t learn from it
If you can’t recognise failure, you can’t correct it
If you can demonstrate results, you can win public support”
(Osborne L. Gaebler, 1992)
Systems and processes will be transformed within the short term and implemented in
a manner that ensures optimal quality of work across directorates. Data-driven
operations will ensure that proper research is undertaken and embedded within
decision-making processes. Alignment of planning, decision-making and budgeting
will be compelled, making these activities more targeted and strategic in relation to
priorities. Operations will be held accountable for implementation through
performance agreements and management.
The long-lamented challenge posed by directorates operating “in silos” will be
relentlessly addressed throughout the short, medium and long term - all planning of
operations will ensure that the appropriate team members from all directorates
whose skills and time are invested in a particular project, collaborate within a co-
ordinated project structure. Such will require that planning and project management
play a central role in the entire project process from research until final
implementation and close-out. It is envisaged that planning, budgeting and
operations will, in this way, align more closely than has been the practice.
Project management systems effectively administrated, well as peer-to-peer
accountability, and joint problem solving, will prevent project stagnation or
unnecessary lulls. Ongoing monitoring and evaluation will ensure that responses to
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potential risks and critical challenges are effectively mitigated against in project
tasks. Processes will be structured in a manner that ensures that no phase of project
implementation is delayed due to a bottleneck in another.
Communication systems will be streamlined to ensure simple and effective
engagement between the municipality and its customers. Such will be reinforced
through robust coordination and systems for information monitoring, dissemination,
use and reconciliation.
Rebranding of the municipality will accompany the institution throughout its
transformation into a centre of excellence in order to reposition it in line with its
advancing strategic agenda.
The rebranding will profile both our municipality’s past progress and what lies ahead
for Nelson Mandela Bay – One City, One Future. As the new branding is unveiled,
we commit to the recognition that a brand is a promise, and that for us, that promise
is service delivery to all. Thus, the perceived quality of service from the perspective
of our customers is crucial and will be critical to retaining their trust and confidence.
The institutional transformation steadily achieved will ensure optimal performance
and do justice to the responsibilities entrusted to us by the Constitution and our
people, as the deliverer of basic services and enabler of economic growth.
5.1.2 Ensuring a motivated, committed and capable workfor ce
The Municipality is committed to ensuring that it is staffed throughout with a
motivated, committed and capable workforce – and one that is united behind shared
and clear aspirations for improved service delivery and development goals.
The City’s leadership and its officials are our human capital. As with all capital and
assets, all of those who commit their energy, talent and commitment to public service
need to be valued as such. The Municipality thus seeks to ensure that staff are
inspired to achieve the goals set and to operate competently within their roles,
including through training and improved operational systems - all of which will
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monitor our progress against best-practice benchmarks, and effectively highlight
impediments to delivery or compliance.
Investment in our human capital will enable for critical vacancies to be filled with
competent staff. Training and skills development will ensure that all staff are
equipped with the requisite skills to perform their duties. Effective management will
deliver an organisational structure that is fit for purpose and responsive to
operational and delivery needs and contextual challenges. A project management
approach to our work and our thinking will be forged through targeted training
interventions and systems requirements.
All of our Human Resource and performance management systems will be based on
sound best practice, Management of performance will be integrated into operational
processes, rather than limited to an isolated process that occurs quarterly.
Effective labour relations will be geared towards relationship building in a
professional, shared growth and learning approach. Interactions will often be robust,
by their nature, but not combative, not risk averse, with forward thinking and
proactive interactions.
The Municipality over the current five-year IDP period – currently in its second year
of implementation- will strive to be an employer of choice by stimulating a
challenging operational environment, which celebrates and rewards innovation,
ingenuity, solutions driven performance, evidence-based decisions making and a
developmental mindset. Employee wellness and well-being are acknowledged as
critical to ensuring a committed and motivated workforce. An energised atmosphere
is envisaged as a permanent condition of our future, within an institutional culture
that fosters excellence. We will strive to see joint ownership and steady attainment of
our goals boost morale. All members of our workforce will be acknowledged,
encouraged and supported, particularly in delivery environments wherein there is in
the interim, inadequate capacity and resource provision.
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Professionalism and creativity will emerge as the hallmarks of our operations, and a
culture of reflection and learning will encourage employees to be less risk averse
and more enthusiastic about problem solving and recognising and removing barriers
to service delivery.
An attitude towards partnership for growth will be fostered to allow the institution to
create meaningful synergy and sharing of innovative ideas that will benefit all.
Appropriate leadership and commitment will be deployed to awaken, co-ordinate and
direct our human, technological and infrastructural resources towards those core
aspects of governing and operating, that will enable us to realise our development
goals and service obligations throughout Nelson Mandela Bay’s communities of Port
Elizabeth, Uitenhage and Despatch. This which will ensure socio-economic progress
and resilience in changing and challenging delivery environments.
Opportunities for improved and consistent service delivery and development will not
be stifled because of current shortcomings in the capacity and capability of the
organisation. The organisation will be bolstered into operating in a manner that is
customer and implementation focused.
The general malaise, ineffective implementation syndrome, red tape, rigidity of
processes, lack of ingenuity and problem solving, which are hallmarks of large
bureaucracies, will no longer pervade in this municipality or dominate our
organisational culture. Instead we will be characterised as a municipality in which
business can be conducted with ease by and between our residents, businesses and
other stakeholders.
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5.1.3 Financial prudence, transparent governance an d eradication of
corruption
Fundamental to the successful delivery of the NMBM’s long term vision, are sound
leadership and stewardship. Part of the ideology of governance and organisation-led
development for a Well-Run City is that dependable transparency creates a local and
governance culture that makes it easy to do the right thing – to make even the most
difficult decisions and needs-competing choices in a manner that aspires to reap
“better life for all” rewards.
In delivering governance and organisation-led development, it is envisaged that
government will strive to achieve a Nelson Mandela Bay in which leadership and
stewardship are not confined to elected officials, but include everyone, from the
volunteer in the grassroots community organisation to the directors of our largest
corporations.
Within our municipality, employees will be competently managed and acutely aware
of their roles, their goals and their obligations to each other and this city. Our
institution will be reputed as professional, capable, capacitated, competent, ethical
and accountable in all aspects of their job.
All professionals, in applicable areas of specialised work, will be required to be
registered with the applicable professional bodies.
All systems and processes will be structured in a manner that is impervious to
corruption and that ensures accountability. Nevertheless, where corruption occurs,
swift intervention can be expected, not precluding submission for criminal
prosecution. This commitment, together with robust systems with early warning
mechanisms, will reduce ill-discipline and non-performance and eradicate corruption
within the organisation.
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Sound supply chain management - an essential cog in the machinery of all projects –
will ensure that best practice is demonstrated in the pace of procurement for all
projects, that due process is followed for compliance and transparency, that goods
and services procured are correct for purpose.
Contract management oversight will be improved to ensure that all contracts
contribute to achieving developmental progress in Nelson Mandela Bay, and that the
terms thereof include measureable project milestones aligned to the performance
targets and objectives of the Municipality.
5.2 Infrastructure-led Development
“The quality of infrastructure systems—including transportation, utilities, and
telecommunications—is the most important factor influencing real estate investment
and development decisions in cities around the world, according to a survey of public
sector and private sector leaders conducted by the Urban Land Institute and EY. The
findings are included in the Infrastructure 2014: Shaping the Competitive City report,
released this week at ULI’s 2014 Spring Meeting in Vancouver, British Columbia.
Eighty-eight percent of respondents rated infrastructure quality as the top factor
influencing real estate investment and development. Strong telecommunications
systems (including high-speed internet capability) led the list, along with good roads
and bridges and reliable and affordable energy. Demographic forces, including
consumer demand and workforce skills, were other top considerations determining
real estate investment locations.
The survey findings highlight the critical role that infrastructure plays in guiding real
estate activity and economic development, and reinforces the need for close
coordination between land use planning and infrastructure planning, says ULI Chief
Executive Officer Patrick L. Phillips. “This survey indicates a growing awareness
among the public and private sectors of the importance of investments in a variety of
transportation systems, including ‘active’ transportation that offers an alternative to
constant car use,” he says. “We have entered a new era that requires new
approaches to funding and building infrastructure to support the creation of
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communities that are healthier, more livable, economically prosperous, and
environmentally sustainable.”
Public transit led the list of infrastructure investment priorities. Seventy-eight percent
of survey respondents said public transit systems, including bus and rail, should
receive top priority for infrastructure improvements, followed by roads and bridges
(71 percent) and pedestrian facilities (63 percent).”1
We need to be prepared to meet the needs and expectations of our citizens and
industry. For Nelson Mandela Bay to deliver to expectation as a Well-Run,
Opportunity, Caring, Inclusive, Safe and Forward-Thinking City, the Metro requires a
robust, growth-supportive infrastructure system.
Over the next fifteen years, the improvement of Nelson Mandela Bay’s infrastructure
– through the building of new infrastructure or the upgrade of existing or decayed
infrastructure and committed, steady clearing of the infrastructure backlog – will
attract investment and create jobs.
The current situation is less than ideal: Nelson Mandela Bay has a twenty-plus-year
infrastructure backlog. The pace of urbanization in the city – which will only intensify
as we gradually achieve the growth targeted for our economy – is progressively
increasing the demand for building, development and strategic management of a
robust urban infrastructure network. Such demand will in turn exacerbate the need to
further facilitate industrial and service sector growth to fund it. If the challenge is met
strategically, the rewards for our city will be exponential.
While our economy and customer base – residents and business alike - are the life
blood of the city, our infrastructure network serves as its vascular system.
Development cannot sustain without it.
Apart from being essential to the quality of life of our residents and the accessibility
and spatial connectivity of the city, the standard of our infrastructure plays a major
role in safety. Construction of cycle paths, pedestrian bridges and taxi embayments,
1https://urbanland.uli.org/industry-sectors/infrastructure-transit/quality-infrastructure-key-real-estate-
development-decisions/
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eradication of illegal connections, prevention of cable theft and well-managed water
treatment works are all crucial to safe-guarding the well-being of our residents and
visitors.
The critical challenge to be relentlessly addressed in order to achieve growth-
supportive infrastructure led development is a severe lack of budget. Not only are
grant-funded capital and operational budgets insufficient to overcome the
infrastructure backlog, but revenue generated through rates and tariffs is also
inadequate.
Further challenges requiring address are the misalignment of priorities between
national, provincial and local government, compounded by weak inter-governmental
relations; a lack of central planning and innovation capacity at municipal level
between the functions of Spatial Planning, Human Settlements, Electricity and
Energy, Roads, Transport and Stormwater, and Water and Sanitation.
Entrenched disparities in economic activity throughout the Eastern Cape and the
Metro that have encouraged internal migration from rural to urban areas continue to
constitute an ongoing challenge to Nelson Mandela Bay’s burgeoning infrastructure
backlog. The consequent increase in the urban population proportion and
geographic expansion of the city have put its services and facilities under substantial
pressure. Restoring local balance of proportional development throughout the
Eastern Cape, is thus, one of the major challenges to sustainable development for
the Metro. This needs to be responded to through infrastructure-led stimulation of
economic activity in less developed areas, with due consideration to their particular
characteristics and comparative advantages.
Careful and well-forecasted planning will be exercised in ensuring provision of
infrastructure and public services to all corners of Nelson Mandela Bay, to achieve a
competitively high coverage rate and in order to attract and support development
throughout the Metro.
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Human resource capacity will receive committed improvement over the next five
years in order to invest in technical engineering, innovation and project management
capability to be able to translate infrastructure investment plans into technical
infrastructure requirements. Targeted establishment of public private partnerships
will see such improvement undertaken in conjunction with industry sectors requiring
specialised harbour and green energy infrastructure to support industry. Of further
immediate priority is the upgrade of systems planned infrastructure and asset
maintenance and for fault reporting and monitoring capacity for improved
infrastructure maintenance and water treatment works.
While roads and transport in respect of planning is addressed in the Development
through Lifestyle Offering component of the Long Term Development Plan, a critical
challenge faced in respect of road maintenance and repair, is the lack of weighbridge
capacity in the Metro. A large proportion of roads infrastructure degradation in
Nelson Mandela Bay is the direct result of truck overloading which causes potholes,
more especially in warmer seasons.
Water scarcity and growing pressure to advance capacity to deliver clean energy in
the face of climate change require further large-scale investment.
Water and wastewater services are important foundations for growth in the Metro, as
well as for maintaining the quality of life in areas that will not see much growth. While
this may mean bigger pipes and treatment plants in some areas, it also requires
more sustainable water use in homes and businesses and infrastructure to absorb
rainwater where it falls, as well as use of our natural water courses, stormwater
ponds and wetlands to more effectively control flooding.
The global transition to clean energy, if enthusiastically embraced, represents an
opportunity to grow our competitiveness not only in harnessing potential revenue
generation, but also for investment in innovation and green industry job creation.
The task ahead begins with funding – and no shortage of ingenuity, resourcefulness,
innovation and vision is required.
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Actions for delivery in Phase 1, the current IDP pe riod will include the
following:
Budgeting and Financing
• Accelerated eradication of the infrastructure backlog through:
o Feasibility modeling of the costs vs benefits for multiple scenarios of
backlog address so that well-informed decisions may be made on phase-
based maintenance prioritization.
o Finalisation of a costed, prioritised strategy, and raising of loan, bond or
alternative funding through identification and pursuing of all possible
sources of funding (including international).
o Immediate interim increase in the repairs and maintenance budget to
ensure that prioritised repairs are conducted quickly enough to ensure
funds raised are most economically managed.
o Long term financial planning and forecasting to address the budget
shortfall and to increase the infrastructure maintenance budget by a
targeted percentage per year over 15 years.
• Establishment of a funded planned maintenance programme, together with
investigation and costing of an infrastructure replacement programme.
• Improvement of water metering accuracy.
• Improvement of revenue collection and development of a revenue enhancement
strategy.
Human Resources and Skills Capacity
• Improvement of infrastructure management capacity and filling of all critical
vacancies.
• Committed and ongoing investment in achieving and maintaining ownership of
the long-term vision by all members of the NMBM team.
• Targeted address of the “silo mentality” among leadership and management.
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• Partnership with industry experts for specialised skills transfer, knowledge
sharing, programmes of mutual interest and more inspired solutions and
innovative leadership.
• Improvement of internal human resource capacity through skills development for
technical skills and project management capacity and targeted bursary
programmes for scarce skills qualifications.
• Improvement of capacity for monitoring and evaluation.
• Headhunt of IT specialists for advanced technology development as a matter of
urgency and improvement of the use of relevant data for decision-making.
• Launch of an innovation incentive scheme to motivate and reward officials for
innovative solutions contributions to advancements in service delivery.
• Establishment of a register of Nelson Mandela Bay plumbers and institution of an
internal trade school for plumbers.
Address of Criminal Damage to Infrastructure
• Establishment of a reward system for the reporting of illegal connections,
replacement of all illegal connections and public education on illegal connections.
• Improvement of Metro policing and establishment of a copper theft intervention.
• Funding and reestablishment of the Municipal Court to prosecute offenders for
electricity and copper theft.
• Reduction of non-technical losses of electricity through innovation in
infrastructure security improvement.
• Reduction of road damage through construction of weighbridges and fining of
overloaded trucks.
Planning and Maintenance
• Improvement of intergovernmental relations for better coordination of
infrastructure maintenance and development.
• Review of the Water and Sanitation Masterplan to ensure that it serves as a
framework for managing growth which:
o Makes better use of existing urban infrastructure and services.
o Results in better water quality through water conservation and wastewater
and stormwater management.
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• Reduction of non-revenue water through implementation of the NMBM Non-
Revenue Water Strategy.
• Continual benchmarking of local and international innovations and best practice –
as well as maximisation on twinning agreements for knowledge exchange via
ICT.
• Data collection to inform repairs and maintenance.
• Increased introduction of energy efficient bulbs logged through a maintenance
schedule based on installation dates.
• Development of a register of lighting needs for every zoning category of the
Metro, specifying requirements for the appropriate level of lighting from service
provider(s) (rather than specific types of lighting).
• Use of smart city technology to identify low lux levels, so that: immediate action
requests can be generated; and service delivery can be put out to tender based
on lux per area as the tender specification.
• Development and implementation of a practicable asset management system
and strict enforcement of maintenance plans and asset management – including
to ensure regulation of audits on lighting throughout the Metro.
• Development of the Mayoral Monitoring and Evaluation Dashboard to manage
oversight and coordination of project based and transversal planning.
• Upgrade of the faults register for improved monitoring of repairs from report to
resolution.
Capital Investment in Infrastructure
• Reduction of water pressure in order to reduce incidences of pipe bursts –
through the use of restrictors and other mechanisms.
• Construction of two strategically located weighbridges to address truck
overloading and road damage and to generate fines revenue to fund repairs.
• Lobby, through IGR, the Department of Water and Sanitation for raising of dam
levels and for new dams in the catchment areas.
• Finalisation of the Nooitgedacht scheme (2018).
• Upgrade of the NMBM’s wastewater treatment works.
• Innovate and plan for additional water catchment and storage facilities.
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Water and Energy Supply
• Exploration of alternative water supplies – such as groundwater – and
identification and sustainable use of every possible water source - including
borehole water, artesian water and recycled effluent, according to a 15-year
costed strategy.
• Improved surface and groundwater quality and restoration of the hydrological
function and habit of Nelson Mandela Bay’s streams, rivers and wetlands.
• Continual water conservation and protection of water quality:
o recognising the value and limits of water resources.
o recognising the cost of providing water.
o acknowledging the consumptive and non-consumptive values.
o balancing education, market forces and regulatory systems.
o evaluating potential solutions, in terms of technical feasibility, cost
effectiveness, probable effects.
• Increase in the proportion where appropriate and feasible, of housing delivery
build specifications for top and roof structures that include water catchment and
storage measures and solar panels.
• Ensure every effort is made towards effective cooperation between Nelson
Mandela Bay Municipality, Sarah Baartman District Municipality, CoGTA, the
Department of Water and Sanitation, water boards, catchment management
agencies, civil society and the private sector – towards circumventing the
challenges associated with water scarcity and to facilitate sharing of knowledge,
lessons and technological innovations.
5.3 Opportunity-led Development
The Metro over the next three five-year IDP periods will focus on the unlocking of
opportunity, creating an enabling environment for industry and small businesses and
clustered development. This will be supported by carefully targeted infrastructure
development. Through continuous engagement with organised business and
research and academic institutions, the Metro will deliver on well-informed planning
to support symbiotic, empowering, well-networked cluster development in key
sectors identified.
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Of key priority is the promotion of growth-supportive relations and key partnerships
between the public and private sector, in order to bridge the divides and
misalignments that currently impede development. These efforts will be buttressed
by well-targeted research and innovation in partnership with institutions of higher
learning and organized business and a relentless drive for talent retention and
attraction of skilled professionals to the city. These “triple helix” partnerships will also
strive for the cross-pollination of skills, strengths and ideas – and to disseminate and
incorporate learning from benchmarked best practice into municipal strategies to
establish a viable system of institutional learning.
The barriers of resource scarcity, an unstable national economy and the prohibitive
costs of access to opportunity will require nimble strategic focus that is responsive to
change and opportunistic in the face of change and market volatility.
Diversification of the economy will seek to see development of a more risk resilient
and economically inclusive economy - while prioritization of sustainable development
and resource management will reduce susceptibility to what has become a highly
variable climate. In seeking to balance the priorities of “people, planet and profit” this
can be achieved. High priority will be given to organizational learning and creativity in
response to the challenges of nature and to developments in the regional and global
economy.
One of the biggest determinants of our success will be the ability of the municipality
to leverage public and private partnerships – through effective collaboration between
the public and private sectors, gains from efficiencies in service delivery initiatives
can be attained.
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Actions for delivery in Phase 1, the current five y ear IDP period, will include
the following:
• Establish a Trade and Investment Promotion arm to NMBM.
• Develop a Trade and Investment Promotion Strategy to promote the Ports of
Ngqura and Port Elizabeth and provide auxiliary services marketing NMB as the
gateway to opportunity and establish a team for its implementation.
• Finalise and implement the NMBM’s Economic Growth and Development
Strategy.
• Establish a local Ease of Doing Business Team that measures red tape reduction
and oversees the audit of every policy, by-law and processing system for
possible unnecessary bureaucracy.
• Deliver targeted, scalable industry supportive and sustainable infrastructure and
prioritse budget allocation for catalytic infrastructure projects contained in the
BEPP.
• Support the re-classification of the Coega IDZ into an SEZ and plan for
revitalisation of Industrial Parks in NMB (eg. Markman etc).
• In areas designated for industrial development, ensure that the needs of business
take priority in city-building decisions – in order to provide a climate of stability
and certainty for investors.
• Strengthen partnerships with all major economic contributors (adopt a cluster
approach as is to be articulated through the Economic Growth and Development
Strategy) and engage the Business Forum and Business Chamber to create a
platform to create more jobs and seed entrepreneurship.
• Nurture key clusters of producers, suppliers, customers and services that benefit
from these strategic locations and ensure supply of accessible locations for firms
that are part of province/country/region wide clusters – and offer suitable
locations for a variety of employment uses, including those that require
separation and/or buffering.
• Broaden the scope for communities to reduce the cost of access to opportunity
through targeting of specific expense barriers (transport and mobility; utilities; ICT
access).
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• Continuously engage institutions of higher learning to accelerate skills
development in service of the maritime and renewable energy fields.
• Establish partnerships to deliver trans-skilling to address job losses in identified
sectors and to address pervasive structural unemployment.
• Develop a skills database for the City and a dynamic regional skills needs list -
tourism, ocean economy; automotive industry; waste to energy and renewable
energy; water management, etc.
• Interact with schools and all training institutions to ensure that we train for OUR
future, producing the quantity and quality of educated people sufficiently
equipped with the requisite knowledge to solve our city's problems, meet the
challenges of development and attain competitiveness at local, regional and
global level.
• Establish and deliver on initiatives to attract young highly skilled individuals to
NMB.
• Create streamlined accessibility to Municipal Bursaries and source budget to
employ graduates within the municipality on 24-month programme to fill critical
vacancies.
• Continue to liaise with Airports Company South Africa on the lengthening of the
existing runway and renaming the Port Elizabeth Airport; integrate planning
between ACSA and NMBM (Human Settlements); establish an airport upgrade
planning forum between NMBM and ACSA (international airport with a Cargo and
passenger terminal).
• Accelerate development of the Blue/ Maritime Economy through:
o Contribution of input into the Marine Spatial Planning Bill.
o Improved competitiveness of Harbour Tax in NMB.
o Collaboration with SOEs and the private sector towards planning for the
establishment of a Rail Service between the airport and harbour and
between Motherwell and the Nelson Mandela University.
o Plan in collaboration with Nelson Mandela University for the eventual
institution of a “Blue Bond” for sustainable blue economy development and
development of SMMEs in the maritime field.
o Undertake integrated planning with Transnet through establishment of a
Waterfront Special Purpose Vehicle (SPV) and for relocation of the
petroleum tanks.
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o Implementation of the Problem Buildings By-law in order to improve the
aesthetics of the inner city-Baakens-PE Harbour environment and
capacitation of the Metro Police and surveillance infrastructure for 24-hour
patrol and live CCTV monitoring of the Baakens - inner city area.
o Development of a plan, identification of a site and secure of donor funding
for the Mandela Statue.
o Complete the SRAC artists’ database and the Arts, Culture and Creative
Industries Policy, with a strong emphasis on supporting and leveraging the
cultural and creative economy.
o Introduce sporting programmes that will promote NMBM as a “sporting
capital”.
Township Economy Development Recognising the unique characteristics of traditional South African urban futures,
wherein informality remains a permanent and significant feature, both the formal and
informal activities of local residents are regarded and understood as interconnected
and will be harnessed (and supported) by Human Settlements responses.
Strategically planned development of Nelson Mandela Bay’s township economy will
leverage and mobilize domestic natural, human and financial resources to generate
wealth and to raise the standards of living of the people. By targeting the
development of townships as micro-economies, production and sale of goods and
services within townships - traditionally purchased in bulk from large chain stores -
will see money that traditionally flows from townships outward to big business (which
in turn invests it outside Nelson Mandela Bay) - spent and recirculated within
townships.
Investment will be made in townships, with delivery of “enabling infrastructure” and
business support to nurture a wealth-generating culture of self-reliance. Through
such initiatives, delivery will target productive urban agricultural activities which are
effectively integrated and buttressed by supportive industrial and service activities in
rural and urban areas. Transforming townships into suburbs will bring opportunities
closer to communities and improve the quality of life for residents.
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“Township renewal in a wider sense could and should be interpreted as the
design and creation of human settlements and the provision of livelihood
opportunities to make townships a place where people can and are
attracted to live, play, work and invest…. The neighbourhood is the stage
for individual encounter, communication, sharing of experiences, creation of
mutual visions and to start off joint actions for better livelihoods.” - Anke
Küsel
Of critical importance is the improvement of intra‐area mobility and integration of
townships into the city and enhanced autonomy of nodal areas (townships) by
improving intra‐area access to services, infrastructure and information.
Actions for delivery in Phase 1, the current five y ear IDP period, will include
the following:
• Through the planned review of the Metro’s Spatial Development Framework,
plan for: the improved connectivity of poor connections between township
neighbourhoods and surrounding neighbourhoods; and an improved mix of
housing options.
• Implementation of the reviewed Informal Trading Policy.
• Development of a Township Economy Revitalisation Strategy for the township
economy (identifying key nodes) in order for:
o township renewal support to become mainstreamed as a government
function and for NMBM policies and programmes to reflect more
effective support for townships development;
o positioning of townships in on‐going and future policy debate and
management and agenda‐ setting platforms and processes;
o targeted address of the low education and skills levels of resident
populations;
o design of programmes geared for the mobilisation of resources and
actors beyond the municipality;
o ensuring better monitoring and evaluation so that learning and
achievements can be better recognised and strategically guided to
initiate a more self‐sustained and less public sector‐driven approach;
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o set up, operation and integration of channels and methods for accessing
and providing resources to township nodes from the municipality;
o greater connectivity – including enhanced intra‐area circulation of
purchasing power, increased generation and capture of savings.
• Initiate programmes for the Municipality to procure a targeted percentage
proportion of goods and services from businesses located in townships as part
of the broader Township Economy Revitalisation Strategy and measure this
through IDP KPIs2.
• Increase provision of street lights and pedestrian pavements in townships in
order to provide a more business-conducive environment.
• Elevate Integrated Development Plans (IDPs) to influence resource allocation
across all directorates and to allow for tangible results and visual spatial impact.
• Enhance use of the Neighbourhood Development Partnership Grant (NDPG)
for the rehabilitation and upgrade of decayed infrastructure, which was
designed to support infrastructure development projects in townships.
• Review of by-laws that are restrictive to development of the township and
informal economy.
• Completion of the Njoli Square and Road Upgrade.
• Targeted infrastructure upgrades in key economic hubs across the City.
• Establishment of solar-panel sheltered outdoor markets - near taxi ranks and
equipped with free Wi-Fi to ensure a consistent customer base - equipped with
single check-out card facilities and cold storage.
• Establishment of partnerships with the private and education sectors to assist
urban agriculture development and provide SMME support.
• Provision of ample technical and social infrastructure and transport in an
environmentally friendly and thus sustainable way, which may account for
predictable household structures and stimulate private investment and political
engagements for both inhabitants and newcomers (migrants).
• Strategically support the informal economy in areas wherein vendour presence
will increase safety and pedestrian activity.
2 The Gauteng Provincial Government in conjunction with its municipalities initiated a programme through
their Township Economy Revitalisation Strategy to procure up to 30% of its goods and services from businesses
based in townships.
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• Improve safety in townships through ongoing improvement of partnership
between SAPS and the Metro Police, including in respect of education to
address xenophobia.
Economic Development, Tourism and Agriculture – Directorate Delivery Approach
for Opportunity-led Development
In order to ahieve its mandate for delivery of Local Economic Development, the
Municipality must achieve the goals of economic growth, alleviation of poverty, as
well as the general improvement of the quality of life of the people of Nelson
Mandela Bay; and it is thus important that Local Economic Development (LED) is
implemented in such a way that it can achieve inclusive growth in order to redress
the socio-economic imbalances in Nelson Mandela Bay region.
In this regard it is important that the municipality facilitates the growth and
diversification of the local economy through the attraction of new investments, skills
development and facilitation of an enabling environment for small business growth
and job creation. In order to achieve this objective, the municipality is committed to
employment opportunities through the Expanded Public Works Programme (EPWP),
strategic partnerships that enable empowerment through economic development and
targeted industry support and cluster development. Furthermore, the Municipality
has a responsibility to support the development of small businesses and emerging
enterprises through incubation, training and development.
Support for the agricultural sector is also important so as to stimulate the local value
chain of suppliers and the agro-processing industry. Creating an enabling
environment to do business in Nelson Mandela Bay is a major focus area – by
working together with other departments, cutting red tape and improving
administrative efficiencies Nelson Mandela Bay can become a globally competitive
city.
The successful implementation of the NMBM Economic Growth and Development
Strategy will play a vital addressing the challenges of poverty and unemployment in
Nelson Mandela Bay. The potential of LED to empower local citizens has gained
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popularity in many countries and cities. It is therefore vital that the City adopts and
implements an appropriate LED approach that will grow the economy, and reduce
poverty and unemployment.
Key to the creation of an “inclusive economy” is the focus on previously neglected
areas such as Uitenhage, Despatch and various townships across the region. The
City has placed a strong emphasis on these areas, and various programmes and
projects in this five-year plan are aimed at ensuring that economic development in
these areas is given a priority.
The Municipality, in partnership with other stakeholders, will establish SMME
Support Centres in various communities in order to ensure ease of access to SMME
support services. The City therefore aims to implement projects and strategies to
strengthen the city's economic inclusivity, protect the vulnerable areas and improve
services and facilities for residents, businesses and visitors.
The next five years will cover two broad strategic approaches to local economic
development, namely: a pro-market approach, based on business development, and
a pro-poor approach focusing on poverty reduction. NMBM realises that both
approaches are equally valid; and they each need to be pursued to meet the needs
of a wide range of stakeholders; and it is important to note that local development
cuts across both strategic approaches of LED.
Nelson Mandela Bay holds great promise for accelerated growth, job creation, and
poverty reduction over the next five years. With a full understanding that there are
other external factors that impact on the development and growth of local
economies, the Municipality, through this five-year Plan, is determined to use its
resources, and partner with other stakeholders, to develop the local economy, further
reduce unemployment and tackle poverty. The Municipality will ensure the
implementation of this Plan through various monitoring and evaluation processes.
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The ultimate goal is to create an environment that inspires the confidence of
business and communities and attracts job creating investments and initiatives,
which help reduce unemployment and provide people with access to life-changing
opportunities.
Sport Recreation Arts and Culture – Directorate Delivery Approach for Opportunity-
led Development
As part of its operations, the Municipality regularly hosts a number of events, such as
the annual Splash Festival or National Pride Day celebrations, and is committed to
ensuring compliance with relevant legislation.
Parallel to its commitment to entrench and grow the Municipality’s reputation as a
competent host city for key provincial, national and international sporting events, the
Municipality has prioritised the development and promotion of local sports talent and
sports teams. Additionally, it is committed to develop the local arts, culture and
creative industries sector, given its potential as a tool for social cohesion and nation
building.
In order to promote its Destination City goal, the Municipality is committed to the
maintenance and upgrading of major commercial sports infrastructure, the
development of sport and recreation precincts, and the upgrading of leisure,
recreational and beach facilities, and arts and cultural centres.
Annually, the city hosts or supports a number of flagship events, national and
international sports events, as well as arts and culture festivals, which serve to boost
the local economy and promote the city’s reputation as an important events
destination, such as the following:
• Standard Bank Ironman African Championship
• Ironman 70.3 World Championships in 2018
• Mandela Festival
• Summer Season Festival
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• Exterra Triathlon
• Ebubeleni Festival
• EP Athletics
• Northern Arts Festival
• Splash Festival
• Heritage Week
These events are often realised through partnerships with local institutions in the
private sector, sector stakeholders and NGOs. Examples are the aquatic, swimming
and sports programmes that the Municipality hosts at local schools. As is evidenced
by the number of arts and cultural events annually hosted or supported by the
Municipality, the institution has prioritised the development of the local Arts, Culture
and Creative Industries Sector, recognising its enormous potential for realising
economic growth and development. A valuable new addition in the array of tourism
attractions has been the NMBM Heritage Route, which has been prioritised for
further development.
5.4 Development for Resilience
Building a successful Nelson Mandela Bay means that we have to make sustainable
choices about how we develop. Nelson Mandela Bay will grow. Our choice is thus
not whether we grow, but how well we grow. Making Nelson Mandela Bay better
should always come before making it bigger, but we will get bigger. This plan sets its
sights on building consensus around change by painting a picture of the city’s future.
In order to ensure balanced prioritisation of “people, planet and profit”, the costs and
benefits of every development undertaking need to be carefully assessed to ensure
that for every decision the implications are well understood and planned for.
The concepts of resilience and sustainability from a planning perspective enable us
to broaden our vision in consideration of economic, environmental and social
implications together, rather than using a single perspective. It encourages decision
making that is long-range, democratic, participatory and respectful of all stakeholders
and aspects of what a sustainable future Metro should embody. Such a focus aligns
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with the Metro pillar of a Forward Thinking Metro - which requires that planning be
geared to meet the needs of today without compromising the ability of future
generations to meet their needs.
Sustainability of Natural Resources
Critical to the Metro’s sustainability is decreasing its dependence on non-renewable
energy and existing water sources that are likely to be depleted in the long run.
While a substantial proportion of the municipality’s revenue stream is generated
through its supply of electricity from non-renewable energy sources, from a
sustainable development and resilience perspective, such revenue is best invested
in renewable assets that will in the long term contribute to diversifying the city’s
economic base and achieving sustainable development. It is, therefore, essential for
renewable public revenues to be enhanced, so that utilities revenues may be
gradually transformed into productive assets and effective human capital.
Sustainability of water resources is a vital issue. The largest share of water used for
agricultural, municipal and industrial purposes comes from non-renewable
underground sources. Regardless of whether the volume of water remaining in these
sources improves, the requirements of sustainable development call for full reliance
on conventional and non-conventional renewable water sources, while also
maintaining a strategic stock of non-renewable water.
Conservation and prevention of further deterioration of agricultural land and
urbanisation are key challenges to sustainable development, as are conservation
and development of biodiversity and conservation of a clean environment.
One of the biggest shortfalls in the management of the Metro’s resources thus far
has unfortunately resulted in unsustainable use of water to an excess degree. This
has to change. “Greening” of municipal owned and operated buildings is thus a
critical priority.
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Water and Sanitation – Directorate Delivery Approach for Sustainable and Resilient
Development
Within the mandate of delivering water and sanitation services three main areas
need special mention:
• Water Drought Disaster:
In January 2018 the average dam levels that supplies water to the NMBM has
dropped 25% from 54% in January 2017. The NMBM has been declared a
drought disaster area on 22 May 2017. No significant rain fell during the last
12 months and none is predicted for the next six months. It is therefore critical
that the water consumption that is on average at 285 Ml/d be reduced to 250
Ml/d. in order to reduce the water usage and ensure that the current available
water is stretched to the next rainy season the following is being carried out:
o Awareness to reduce water usage.
o Maximum use of the water from the Nooitgedagt Scheme.
o Drilling of boreholes to supplement available water.
o Reducing water pressure to limit water losses and water use.
o Water–reuse installation.
• Water Losses:
Reducing water losses remain key in the provision of an effective and efficient
service. Losses contribute negatively to the drought situation, but also the
income of the NMBM. In this regard the NMBM has developed a 10 Business
Plan that governs the efforts to reduce water losses. In reducing losses below
are some of the main interventions:
o Reticulation Leaks repairs
o ATTP leak repairs
o Pressure management
o Reservoir rehabilitation
o Meter replacement
o Pipe replacement
o Zoning and night flow analysis
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Integration of green and built environment
We as Nelson Mandela Bay have to integrate environmental, social and economic
perspectives in our decision making – in order to meet the needs of today without
compromising the ability of future generations to meet their needs.
There is no such thing as a purely isolated or purely local decision. We have to see
connections and understand the consequences of our choices.
Each of us make choices every day about where to live, work play, shop and how to
travel. They seem like small choices, but together and over time the consequences
of these choices can affect everyone’s quality of life. That’s why planning matters.
Innovations in products and processes that use less energy or develop different
kinds of energy will be especially sought after in coming decades. The world
economy is moving away from carbon-based fuels and towards new sources of
energy, driven in part by national and international goals and agreements. Narrow
discussions of the impacts of cap-and-trade regimes or green jobs have obscured
how profound a transition this will be. Shifting to new energy sources will affect the
source of our energy, the cars we drive, the products we buy, the kinds of homes we
live in, the shape and location of our communities, and the way we get from one
place to another. This shift will also drive job creation, as the nation will need
scientists to invent, entrepreneurs to take to market, and workers to build solar
panels, wind turbines, biomass plants, advanced fuel cells, and other energy-efficient
products. The city is well-positioned to position itself at the centre of the country’s
green economy.
The importance of undertaking reviews and reforms of existing laws and structures
of various institutions in order to ensure that they meet the requirements of
implementing the objectives of this Vision – cannot be underestimated.
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Incentives also need to be designed to encourage the private sector to incorporate
environmentally sustainable building design and construction practices that:
• Reduce stormwater flows.
• Reduce the use of water – especially groundwater.
• Reduce waste and promote recycling.
• Use renewable energy systems and energy efficient technologies.
• Create innovative green spaces such as green roofs and designs that reduce
the urban heat island effect.
The endeavour for resilience and sustainability is not without obstacles, which
require address in order for goals to be achieved:
• Prohibitive National legislation that inhibits local government advancement in
respect of the climate change agenda.
• Independent Power Producer procurement obstacles.
• Potential lost revenue that results from off-grid electricity supply.
• Lack of technology and other measures to secure solar panels against theft.
• Lack of investment in the renewable energy, recycling and waste beneficiation
value chain.
• Large number of vested interests by a number of stakeholder which constrain
momentum for advancing on the changes that are necessary to address climate
change.
• Our current thinking is not innovative enough, which becomes even more
challenging in the internal municipal context in which coordinated action is
required by multiple directorates. This is coupled with a lack of institutional
knowledge.
• Lack of water supply and the other impacts of climate change.
• Affordability of the technology necessary to combat climate change.
• Waste management facilities are inadequate for recycling.
• Lack of incentive policies for going green (both for households and industry).
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Actions for delivery in Phase 1, the current five y ear IDP period, include:
• Development of an overarching integrated climate change strategy comprised of:
o a green energy strategy supported by an internal municipal policy for
greening of municipal owned buildings.
o a strategy to “green” municipal owned building in respect of energy and
water use and recycling.
o a strategy for single stream recycling in the long term as well as for more
labour intensive schemes to both minimize waste and provide as many
jobs directly as is feasible in the short term.
o plans for installation of waste sorting facilities at waste transfer stations.
o a phased based long term strategy for achieving a 100% fossil-fuel-free
municipal vehicle fleet.
o a strategy for public provision of vehicle charging points for electric
vehicles.
o a plan to create a conducive environment for sustainable/green industry
and investors with consideration for in the long term establishing a green
bond.
o Addition of incentives for green development in the Municipal Incentives
Policy.
o mechanisms to be a player in the renewables game to ensure that the
municipality retains its income from its wires network, as we move away
from traditional sources of energy (This might have to include investment
in batteries to store energy) – and partner with university and colleges to
ensure skills flow in this field.
o mechanisms and incentives to increase recycling by private households.
• Installation through procurement of recycle bins and servicing thereof at all
beaches and public recreation sites.
• Immediately halt purchase of fleet that is incompatible for future bio-fuel use as
far as possible.
• Conduct an audit to assess compatibility of fleet for biofuel use and engage
possible service providers.
• Installation of infrastructure throughout the Metro to accommodate the inevitable
need for charging points for privately owned electric vehicles.
• Connect with market leaders in the solar energy field to establish partnerships.
• Leverage wheeling opportunities for energy and facilitate the role of electricity
wheeling contracts by private companies immediately.
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• Establish public private partnerships and support the Coega Development
Corporation through incentives in respect of green industry cluster support.
• Leverage technology to lead innovation and achieve globally competitive
innovation.
• Address legislative constraints: Lobby to change national legislation where such
inhibits resilient, green development – and take the lead in lobbying for truly
enabling legislation and policy.
• Identify and model opportunities – including through the undertaking of feasibility
studies - for solar, wind and wave energy production and use (Note that the
municipality will not necessarily produce, but will certainly use such energy).
• Reduce the provision of black bags to households where feasible.
5.5 Development through Lifestyle Offering
One of the biggest competitive advantages Nelson Mandela Bay will work to
strengthen over the next fifteen years is its “livability”.
As growing numbers of South Africans opt for more urban lifestyles, they are often
met with city centres that don’t welcome them in return. While our city and its
competitors strive to be more “visited”, Nelson Mandela Bay is increasingly delivering
a quality of life that makes people want to stay. Through lifestyle-oriented
development, our city will deliver a quality of life that will attract and retain residents
who have capital, skills, knowledge, ingenuity and creativity. Nelson Mandela Bay in
2032 will: have an enviable quality of life that is diverse, equitable and inclusive;
thrive on inter-connectivity; and inspire balanced and healthy lifestyles. Nelson
Mandela Bay to some extent has these attributes now – and over the next fifteen
years will consolidate, intensify and build on these strengths as we grow. Apart from
that a high proportion of our City’s residents and visitors do not own or drive cars,
land-intensive community development that promotes car use is increasingly
perceived as incompatible with creating vibrant neighbourhoods. Many of our dense
urban areas simply lack the necessary land space to support the required
infrastructure, such as multi-laned roads and extensive parking facilities. These
challenges are not unusual – which is why they have given rise to a return to pre-car
planning principles in many cities and towns throughout the world, in favour of a
more mobility and accessibility focus; in which communities surround a core that
contains higher density mixed-use development with shops, schools, parks, office
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buildings, public services and a variety of affordable housing options all within
convenient walking or cycling distance.
Increased mobility and accessibility networks with various modes of transport for a
competitive lifestyle offering isn’t merely a solution to addressing urban sprawl and
apartheid spatial planning, traffic congestion, climate change and inaccessibility of
goods and services - Whether our customers directly realise it or not, there is a near
universal truth behind why walkability and development that emphasizes mobility and
access to goods and services at a local level, result in healthy, vibrant, livable
communities – Jane Jacobs articulates it well: “Lowly, unpurposeful and random as
they may appear, sidewalk contacts are the small change from which a city’s wealth
of public life may grow.”
People connect best with each other, the local economy and nature on foot.
Walkability is good for social cohesion. It’s good for healthy lifestyles. And it’s good
for the local economy.
The starting point from which Nelson Mandela Bay will achieve and maintain
accessibility and individual mobility focused, walkable development is through the
cultivation of an inviting and safe street life. Infrastructure investments (both built and
green) made in this regard should be those most likely to catalyse private sector
investment. The most walkable streets are usually visually attractive, inhabited by
storefront or street vendor commerce that’s enjoyable to browse, and enriched with a
diversity of activities and people to watch.
At the very least, walkable streets, require the existence of sidewalks. But more than
that, they require these to be spaces where our residents and visitors feel
comfortable spending time – this means thinking about our pavements as an
interactive gathering spots, as opposed to mere thoroughfares. Streetscape
improvements are a vital component: pleasant, well-lit and appropriately shaded
streets with ample sidewalk space go a long way towards encouraging people to get
out of their cars and walk or use a bicycle instead.
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Through responsive, access and mobility-oriented development and spatial planning
for a walkable city, Nelson Mandela Bay will not only become more highly esteemed
as “livable” destination of choice, but also a more inter-connected and inviting city.
The considered and careful integration of transportation and land use planning, will
play a critical role in achieving the overall aim of increasing accessibility throughout
the city and transforming the spatial reality of the city. Increased mobility through
ensuring access to various modes on motorized and non-motorized transport options
is key to creating a more livable Nelson Mandela Bay. Amongst these options viable
public transport is key and this requires focus on the following:
• Advancement of the implementation of the IPTS and rollout of additional
routes.
• Ensuring the necessary transport linkages between activity nodes in the city
to enhance accessibility of and between all parts of the city.
• Optimising the existing and planned passenger rail opportunities the city has
to offer.
• Increased use of bus transport through broadening of the customer base and
the quality and accessibility of the service, which includes consideration for
route planning, frequency of service and the hours during which services are
available.
• Consideration for that the customer base is best broadened through ensuring
convenient service with limited stops carefully balanced with maximizing of
ridership;
• Increased accessibility to goods and services through transport route
planning.
• Increased use of bus transport for recreational purposes by residents.
• Provision for bus tourism.
• Possibilities for accessing subsidy funding from the Department of Education
and tertiary education institutions for the safe transport of school learners and
students.
• Use of bus network planning to increase housing density and drive job
creation based on well-established international best practice.
• Intermodal transport connections with taxi bays, the train stations, airport (and
harbour).
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In conclusion, inner city streets, sidewalks and the connecting system of public
spaces are not just links between activities but are also spaces to be enjoyed in their
own right. The quality of the design, construction and maintenance of these parts of
the public realm are vital to the image for the inner city and other nodes and creating
an attractive precinct in which to walk and linger. The appeal of the inner city and
nodal areas to pedestrians is an essential part of making the area more attractive
and competitive. Prioritisation of lifestyle oriented development will see pavements
and pocket parks manifest as accidental meeting grounds and where cafes meet the
wide pavements that pass them with outdoor patios. It will see public green spaces
safeguarded by the “eyes on the street” provided by street vendors and fully
occupied overlooking buildings.
Overall, lifestyle-led development is envisaged to drive:
• Differentiation and promotion of Nelson Mandela Bay, “the lifestyle
destination”.
• Development and maintenance of investment-conducive tourism infrastructure
and service delivery.
• Planning that broadens access to sport and recreation facilities, and arts and
culture as part of the every-day life of all residents.
• Public spaces and pedestrian paths that are lively, attractive and inviting –
and which enhance safety and a bustling informal economy through the
congregation and busy-ness they generate.
• Promotion of beautiful architecture and excellent urban design that astounds
and inspires.
• A connected green space network that links our parks and open spaces – and
a future in which nature is within easy reach throughout the city.
• Transformation of key nodes for an attractive, safe, comfortable pedestrian
environment that encourages walking and strengthens local retailing.
• Ringfenced re-investment of income generated from to-be-identified targeted
initiatives for reinvestment therein and expansion thereof.
• Quality of life improvement through the promotion of a more active lifestyle.
• Reduction in per capita motor vehicle use which improves air quality.
• Private sector interest and investment in civic and private spaces.
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Actions for delivery in Phase 1, the current five y ear IDP period, include:
• Roll-out of the IPTS.
• Broadening of the service offering from buses to other modes.
• Initiation of late night/24hr transport service starter routes.
• Tourism transport provision through the IPTS by 2021, including through
provision for residents to access beaches, parks and other recreational
facilities on the weekends.
• Incentive use to motivate IPTS as an alternative to personal car use in order
to grow the IPTS revenue base.
• Benchmarking against other IPTSs to establish best practice.
• Targeted reduction in transport costs to increase access to opportunity by the
marginalised.
• Establishment of beachfront kiosks for rental as coffee and takeaway shops.
• Installation of lockers for rental at all watersports hotspots.
• Installation of information boards at bus stops to inform of the nearest
shopping areas, tourist offerings, clinics/hospitals etc.
• Designation of public outdoor areas and corners at which artists may install
public or perform music on an ad hoc basis.
• Review of the Spatial Development Plans for the City with maximum
emphasis on zoning for mixed use.
• Development of a Walkable City Strategy drafted in coordination with the
Spatial Development plans to inform the “softer” development aspects of the
City that would be implemented by ETDA, SRAC the MBDA, Public Health
and Human Settlements – such should target ongoing improvements in
Nelson Mandela Bay’s “walkability”.
• Improved planning for cycle routes provision in the Metro.
Throughout all three phases of delivery, ongoing assessment of the IPTS service
provision, routes and fares will be undertaken in respect of:
• The number of trips to and between destinations towards ensuring balanced
delivery between frequency of service and spatial reach of services – with
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such provision prioritising ridership levels on buses (for full buses), with route
coverage to taxi stops where taxis are better positioned to achieve full
ridership where buses cannot.
• Transport to shopping and market centres, hospitals, clinics, university and
college campuses, schools, job centres, Department of Labour, Traffic
Department, Home Affairs and other public services.
• Transport provision to recreational facilities including parks, beaches,
museums, galleries, sports facilities.
• Accessibility to students, job seekers, minimum wage earners, pensioners, the
disabled, weekend users.
• Impact on ensuring that transport provision not only services dense areas but
also enables densification in areas where it is needed.
• Transport provision to and from the airport, harbour, metro rail and taxi stops.
• Provision for use by tourists.
• Provision for secure bicycle bays at bus stops.
• Provision for alternative use by those who have the option to use their own
personal transport, so that the revenue base can be increased through
improved ridership for reinvestment in a broadened service offering by the
IPTS.
• Late night users – whether for work or entertainment.
• Continually improved use of public engagement coupled with accurate data
collection and monitoring to inform service improvements.
5.6 Development through Conservation of Natural, Bu ilt and Cultural Assets
Nelson Mandela Bay, takes its name from the icon, Nelson Rolihlahla Mandela. It is
in a pivotal geographic position, perched, as it is on the southeastern end of Africa
on the Indian Ocean. We have beaches, rivers, natural watercourses, dams and
lakes. We are custodians of the only proclaimed wilderness area in the Eastern
Cape, along with beautiful vistas and mountains. We have enviable views and focal
points, interesting architecture, monuments and rich history and culture.
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We are imbued with an abundance of natural, built and cultural assets, many of
which have not been conserved, preserved or valued. The city will drive a process
of showcasing and leveraging these assets, a condition assessment and their
potential for contributing to enhancing our urban life, as well as appeal to visitors to
our city.
The power of our natural assets to contribute towards socio-economic development
of the city is immense. However, the beaches and ocean are currently the only jewel
in our crown of natural assets being consistently leveraged. Our rivers, valleys,
dams, springs, wetlands and mountains, hold enormous potential for development,
to enable them to occupy a positive space next to the beaches and ocean.
The Municipality is committed to entrenching and further developing its reputation as
a preferred sports destination and a competent host for local, national and
international sporting events. Towards that end, it is vital that it upgrade, renew and
augment existing sport facilities. A crucial area is the proper management of existing
facilities, and towards that end, the Municipality is establishing Facility Management
Committees at its sport facilities.
As a water sports paradise and tourism city, the Municipality has prioritised the
maintenance of recreational water quality standards at its three Blue Flag Beaches,
three local beaches – Humewood, King’s Beach and Hobie – snatched the coveted
Blue Flag status). The Blue Flag serves as an assurance to holiday-makers and
tourists that the relevant beach is world class and offers safe, well managed
facilities. The Municipality has also partnered with local swimming associations in
presenting swimming lessons to local school-children, to prevent drowning at
municipal beaches.
The City has a rich and diverse heritage and the Municipality has prioritised the
commemoration and celebration of this heritage through programmes that promote
redress and foster social cohesion.
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Our built assets, be they parks, swimming pools, sports facilities, museums,
churches, monuments, forts and other heritage buildings or walkways, harbour and
rail facilities, need also to be brought to the forefront of life in Nelson Mandela Bay.
A co-ordinated and collaborative effort must go into bringing these assets onto the
recreational and visitor agenda of the city. The rich sporting history of the city’s
famous sons and daughters needs to be collated. We will continue to plough all
options for bringing national and international sporting events to our shores.
We are rich in multi-culturalism and diversity. It will be a priority to ensure that the
complete history of this city and its peoples is properly acknowledged, given its
rightful place and promoted in a way that it can be enjoyed by all that live in and visit
Nelson Mandela Bay, thereby building on this asset and contributing to social
cohesion.
Whilst we are famously known for our friendly citizens, our position on the ocean has
enabled us to claim the title as “watersport capital of Africa”. We have capitalized on
the ocean based activities but not the power of all of our water assets and built and
cultural assets to contribute to our citizens’ enjoyment of life and to broaden our
product offering as a tourist destination. The socio-economic benefits, of positively
exploiting these water based assets, cannot be under-estimated.
Numerous water based activities and events take place here. Open water swimming,
lifesaving, triathlons, yachting, sailing, surfing, windsurfing, kite surfing, canoeing,
rubberduck racing, scuba diving, surf and deepsea fishing and spear fishing. This is
all ocean-based watersport. But what of river based water sport activities?
Our waterways, lakes and dams, however, are polluted to a greater or lesser extent,
by industrial or agricultural run-off, sewage spills because of old or overloaded
infrastructure. Alien vegetation has throttled many green zones, open spaces and
wetlands that have the potential for recreational use.
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Poor administration and lower priority to issues of the environment has resulted in
previously well-managed parks and recreational facilities, and green areas,
degenerating to a point where they’ve become unsightly, overgrown and no go
zones for the purpose of rest, relaxation and recreation. Our custodianship of flora
and fauna and our green spaces need more focused attention.
We will immediately begin the process of assessing all of our “waterways”. For
example, the Swartkops River and Estuary can become another jewel in the
watersport and tourism crown. There will be budget prioritized for the cleaning and
rehabilitation of the river from source to sea. The process of re-establishing the river
as a clean green lung flowing through the city will be planned and implemented, in
collaboration with local business, civic and other conservation organisations,
government departments and academic institutions. Future spatial planning must
take into account the fragility of the river system and ensure that urbanization does
not negatively impact.
There have been many roleplayers, who have, played a stewardship function and
tried to keep the river safe from pollution, alien vegetation, industrial pollution and
sewage waste. We will acknowledge them and support their work to ensure the
rivers in and around our Metro are restored, protected and conserved.
Over the years there have been numerous plans for the development and promotion
of activities on and along the Swartkops River. We will resuscitate these plans, work
with the people who compiled them, and look for the most appropriate solutions for
saving and enhancing the river as an important income generator, tourist resource
and place where our citizens can spend recreational time. We will activate our
partnership the relevant government departments to form structures that have to
power to implement the changes required.
Our relationships with local businesses will also be leveraged and supported as a
strong base from which to engage in discussions on how better we can collectively
deliver as custodians of the Swartkops river. There are many businesses situated at
or close to the river, as it winds its way through the city, and these businesses will be
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the first approached to assist compliance and to assist with funding rehabilitation and
protection.
The impact of illegal dumping and polluting will be managed with increased by-law
enforcement. Where poor municipal sewage, stormwater and waste management
infrastructure impacts negatively on rivers, beaches and other green lungs, solutions
will be found and swiftly implemented to curb this. We will investigate the possibility
of smart technology to assist with proactive waterway safety management. Illegal
dumping will also be targeted through specific interventions, including the
establishment of a task team who will be equipped with the appropriate vehicles and
equipment.
Awareness programs will be run to inform our citizens of the impact and cost of anti-
social behavior on our natural resources and built, as well as the by-laws and
sanctions that can be expected. Similar programs can be run to encourage better
reduction, recycling and reuse of waste. In order to assist the city with monitoring
and maintaining our green natural, built and cultural assets, volunteer peace officers
will be trained to combat and educate on illegal dumping, littering, vandalism and
inappropriate use of these assets.
We will be ferocious in protecting our bay, beaches and natural assets. Beach
rangers will assist Metro Police and SAPS to guard against overfishing, illegal fishing
and pollution. We will be wary of businesses and government departments wanting
to conduct any type of prospecting in the Bay, or areas close to the bay. In short,
any activity that will negatively impact on the beaches, sea and sealife, or the islands
in the Bay, will be strongly opposed.
Nelson Mandela Bay is, and will continue to be a natural wildlife aquarium. We will
ensure, at all costs, that funding and activities are prioritized to conserve this
precious asset. This phenomenal natural resource must be properly showcased to
increase tourism as well as to enhance our citizens’ interest in using and protecting
it.
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Whale and dolphin watching tourism takes place in our bay and contributes to
increased awareness or our mammalian sealife. We want to see our iconic penguins
and dolphins survive and thrive in their natural habitat, and will be ardent supporters
of researchers, organisations, activities and solutions that contribute to this. We are
committed to restoring the Bay in order to see these animals’ populations restored to
that witnessed 50 years ago.
Retention, enhancement and stewardship of natural assets, and security in their
utilization by the public and visitors, must involve local leadership and local
government. Socio-economic benefit, or a stake in the proceeds from the assets,
must be accorded to the communities bordering these assets, in order to secure their
commitment to conserve and secure them. We will support and promote the
development of skills, and tourism infrastructure and initiatives, and will work with
developing tourism SMMEs or promote the development of SMMEs. Walking,
hiking, trail running, mountain biking, river kayaking, long-distance swimming and
many other activities are currently untapped opportunities as recreational and job
creation propositions.
We will be involved in the restoration, rehabilitation, and extension of assets that
currently exist, and remain unexploited as recreational and tourist sites. We will add
these to established and new routes and new products on the recreational and
tourist agenda, and repackaged existing products.
We have some of the best swimming pools and sport facilities in the province. The
city has produced many sporting heroes over the decades. We will find ways to
celebrate and promote those sportsmen and women and include them as assets in
the city. We will ensure that our facilities again take centrestage as places to keep
our citizens, and especially the youth, active and engaged. These are the spaces
from where our future sports heroes will emerge.
We understand our obligation as a “host city”. We will continue to find better ways to
ensure the safety of users of our facilities and visitors to the city. We will ensure that
our Metro Police deepen their working relationship with the SAPS in order to find
better and more proactive solutions to unsafe practices and crime.
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We will access research, best practice benchmarks and engage experts on tourism
trends and future scenarios to make sure that we are positioned to benefit from
these. We will build a strong and durable brand for the city. We will vigorously
promote and market Nelson Mandela Bay as one of the tourism hotspots of the
world. We will create the enabling environment to guarantee that we match this label,
including allocating an appropriate budget for this. Working together with the
provincial and national government the municipality will ensure that specifically
designated environmentally protected areas are protected from destructive
commercial and recreational pursuits.
Our future is one where our citizens know and take pride in all of our assets, be they
natural or built, where our citizens are natural tourism ambassadors by being justly
proud of the city and where tourists can spend time and be enthralled and amazed.
Development through conservation of our natural, built and cultural assets is
envisaged to drive:
• Proactive leveraging of Nelson Mandela Bay’s pivotal geographic position and
proximal location (for example as an entry/exit point to the Garden Route and
game farm areas).
• Celebration and development of Nelson Mandela Bay as an arts, culture and
heritage legacy destination – inclusive of a vibrant public art agenda; cultural
facilities that celebrate the best of Metro-living; and conservation of heritage
buildings and their features.
• Differentiation and promotion of Nelson Mandela Bay, “the destination”.
• Sport, Recreation, Arts and Culture led tourism and active promotion thereof.
• Beaches and resorts led tourism – and a spectacular waterfront that develops
as a vital, healthy, diverse, public and beautiful asset.
• Eco-tourism and adventure tourism through promotion of hiking and cycling
trails, boat charter activities, avi-tourism etc.
• Protection, enhancement and restoration of the city’s natural features, public
views and focal points.
• Protection of heritage assets and commemoration of lost/unacknowledged
heritage and oral history.
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Actions for delivery in Phase 1, the current five y ear IDP period, include:
• Undertake planning towards the eventual launch of a “green bond” for Nelson
Mandela Bay in order to fund sustainable development initiatives and invest in
the green future of Nelson Mandela Bay.
• Budget prioritisation for the preservation, upgrade and leveraging of our
natural, built and cultural assets.
• Develop new tourism routes connecting and promoting current offerings and
expand the Metro’s tourism product offering.
• Development of a tourism map that can be published and distributed, as well
as a live version for the municipal website which allows for current day linking
to locations of and information on sports, cultural and arts events.
• Improve the efficiency of the use of the budget allocation to tourism marketing
in order to leverage partnerships for attendance at national and international
marketing events and for advertisement publications.
• Improve coordination with the Sarah Baartman District Municipality on tourism
product packaging, route marketing and festival hosting.
• Appointment of more rangers for the safeguarding of our natural assets –
beaches, parks, the Swartkops River and reserves.
• Design and implement awareness programmes for conservation of natural
assets and wildlife, including to address pollution of water bodies.
• Promote tourist use of the river Partnership with Zwartkops Conservancy to
fund rangers etc (with funding from local companies).
• Resuscitate numerous plans for the development and promotion of trails and
other attractions along the banks of the Swartkops.
• Activate the catchment management forum, in partnership with Department of
Water and Sanitation.
• Draft of a strategy to detect sewage flows into stormwater canals.
• Implement monthly Clean our City blitzes through partnership with the
volunteer sector.
• In order to address illegal dumping:
o Establish the illegal dumping task team and capacitate them with offload
vehicles.
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o Train and appoint volunteer peace officers to combat illegal dumping.
o Appoint Town Rangers.
• Delivery of targeted investment in development support for tourism SMMEs.
• Planning and implementation of the Paint the City Campaign.
• Design and implementation of a programme to leverage our local oral history
and culture as tourism assets.
• Design and implementation of a programme to encourage or incentivise local
residents to visit local tourism attractions – in order to grow a cultural of “local
ambassadorship”.
5.7 Safety-Enabled Development
Safety encompasses more than simply the absence of crime. It means that our
citizens feel safe in their homes, communities, schools, places of work, on the roads
and at recreational facilities and destinations, in short, in all aspects of their daily
activities.
In a truly safe Nelson Mandela Bay, residents and visitors will not only be safe but
feel safe – unless our communities feel safe, they will be places in which fear is a
daily part of life. A truly free Nelson Mandela Bay is not one in which communities
live in fear. We thus strive for a peaceful, stable and unified city. This encapsulates
ideas of actualised and perceived safety. In order for this to be achieved, beyond
obvious policing and crime reducing activities and regulation enforcement - shared
responsibility to achieve “fearless” neighbourhoods is necessary. Community values
of civility and active citizenship, need to be promoted and valued.
Nelson Mandela Bay can then become known as the friendly, clean and safe city
where lawfulness, choice, fearlessness, freedom, observation, mutual regard, civil
protection, community protection, safety and order exist. Anti-social behavior and
gangsterism will have no place in this city. Improved partnerships with SAPS, the
community policing forum and neighbourhood watches will steadily build trust and
reduce incidents of vigilanteeism.
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The Metro will create an enabling environment by committing to optimal service
delivery by the Metro Police, Fire and Emergency Services, Public Health, SRAC
(through partnerships to deliver lifeguarding at our beaches, pools, sporting facilities
and events) and through the provision by Water and Sanitation of safe drinking water
and dignified sanitation. Illegal connections will be eradicated. Parks and recreation
facilities will be safe. Waste management sites will be offering the safest possible
work environment. Our citizens’ safety will not be determined by their economic
status and neighbourhood - equitable access to safety will be ensured.
All citizens will be made safer with infrastructure that ensures neighbourhoods are
well lit and legally connected to electricity, transport infrastructure that allows all
hours access to compliant and efficient mobility, communication connectivity, walking
routes and roads that are well maintained, traffic that is effectively managed and
public facilities that are properly structured and capacitated. By-laws will be policed.
Priority will be given to initiatives that contribute to improving the safety of women,
children and the most vulnerable.
In addition, the Safe Metro will continue to bolster Metro Police Service, Fire &
Emergency and Beach Management Services with adequate staffing profiles,
improved and new facilities, additional facilities and equipment. Smart technology will
be employed to assist in reducing risks and improving response times and service
delivery.
Metro and traffic police are expected to conduct their duties in a manner that is not
only effective but also demonstrates Metro ambassadorship to complement the
citizenship of our citizens. They will be properly trained, fit for service and comply
with all legislation and policies that underpins their functions and actions.
The social scourges of poverty, drugs, alcohol abuse and gangsterism will be given
particular attention. Research, real-time data and partnership building,
benchmarking and best practice as well understanding successes locally or in other
cities, will be key to targeting the best methods to employed to address these issues.
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Jobs, support, skills programs, recreational facilities and safe public spaces will offer
our youth hope and access to meaningful leisure activities, learning and the
economy. Anti-gang units, that pull together policing resources and experts, will be a
priority.
The institution continuously identifies and evaluates road safety risks, and addresses
these through the installation of traffic calming measures (traffic circles, speed
humps and traffic lights). To ensure safety on our roads and to protect residents’
vehicles, the Municipality has prioritised the fixing of potholes, in addition to
improving the visibility of directional signs and improving public awareness of high
accident zones.
Its expanse of golden beaches is the prime tourist attraction of the City, which
necessitates focus on the beach safety of holidaymakers and visitors. In this regard,
the Municipality is committed to establishing and maintaining effective and well-
supported partnerships with local lifesaving organisations.
The development of an integrated disaster management strategy and plan will
address public awareness and the establishment of partnerships and satellite offices,
and ensuring that disaster risk assessment objectives are met.
The Municipality’s Fire and Emergency Services provides immediate and effective
response to incidents. The implementation of an integrated Fire Safety Strategy will
address aspects such as preventing the outbreak or spread of a fire, fighting or
extinguishing fires, the protection of life or property against the fire and threatening
danger, and the rescue of life or property from fire or other dangers.
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Two key Disaster Management related reports are available on the municipal website:
• Disaster Risk Assessment Report
http://www.nelsonmandelabay.gov.za/datarepository/documents/qqGwV_DM
%20Plan.pdf
• Disaster Management Plan
http://www.nelsonmandelabay.gov.za/Assets/leve_2_disaster_management_p
lan_2010.pdf
Actions for delivery in Phase 1 , the current five year IDP period, include:
• Delivery of improved visible policing.
• Collaboration with medium security prisons including towards investigating
and establishing public works prisoner employment programmes.
• Invest in social programmes to target the causes of vulnerability of the youth
to involvement in criminal activity.
• Increase the budget for expanded metro policing and emergency services and
alignment of the Safety and Security micro-structure organogram with safety
and security HR needs.
• Introduce incentivised training for security staff.
• Improve budget planning for staffing capacity in fire department in order to
implement proper succession planning in the fire department, reduce the
average workforce age from 46/47 years and increase general HR capacity.
• Increase the budget for repairs and maintenance of safety and security fleet,
acquire better fire fighting equipment and replace ageing fleet on an ongoing
basis.
• Ensure national and international fire department benchmarking for improved
best practice.
• Consistent interactive cooperation between the Metro Police, the SAPS and
the NPA to improve coordination and mutual support.
• Identification of hot-spots and arrangement of joint sting operations between
SAPS & Metro Police.
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• Create partnerships with SAPS, neighbourhood watch programmes and
school governing and parenting bodies to promote safe schools, including
through supervised “walk to school” programmes and reporting of overloaded
scholar transport.
• Lobby for the building of additional SAPS police stations in vulnerable areas.
• Introduction of shot-spotter and escalation of gang identification operations,
including rollout of the OCC project to target gangs.
• Implementation of the E Natis blocks to address outstanding warrants for
arrest and enhanced use of the Ghost Squad.
• Improvement of CCTV monitoring and increased provision for live CCTV
monitoring in crime-vulnerable and tourist hotspots – and introduce crime
pattern analysis initiatives to maximise on the use thereof.
• Involve ward committees around the issue of alcohol misuse and illegal liquor
outlets through improved regulation of the operating hours of liquor outlets
and conducting of joint operations between SAPS, Metro Police and the
Liquor Board.
• Improve access to transport through improved office hours especially early
morning and late at night and expand the public transport service offering to
ensure safer night time commuting and enhanced IGR to deliver on rail
services that complement the IPTS.
• Collaborate through IGR for improved capacity for social services, including
for sporting programmes for vulnerable youth.
• IGR informed and enhanced planning and budgeting for linkages between
national, provincial and municipal roads.
• Upgrade all gravel roads in the Metro with proper lighting and introduce a
lighting inspection unit supported by budgeted improvement for repairs and
maintenance.
• Increase EPWP work opportunities to clean the city (safety through urban
cleansing) and to clear overgrowth of bushes.
• Improve safety at communal toilet blocks.
• Improve the competence, capacity and efficiency of the traffic department.
• Eradicate the road infrastructure maintenance backlog through budget
prioritization.
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• Accelerate delivery for ensuring that effective municipal courts are in place,
with effectually enforced prosecution for law infringements.
• Planning for delivery of communal grazing land for cattle.
• Address the poor performance of the Dog/Animal Control units of the
municipality.
5.8 People-Oriented Development
Nelson Mandela Bay municipality and its leadership are committed to doing all that is
within our power to ensure that the city belongs to all who live in it and that we are
united in our diversity. This is the basis of the current and future planned
implementation of participatory budgeting, which seeks to ensure that all
communities receive provision matched to their needs the furthest extent possible.
As a people oriented municipality we are unashamedly pro-poor and committed to
helping our citizens achieve their basic human rights as well as affirming our national
democratic values of human dignity, equality and freedom. Dignified housing is the
foundation to achieving this, as well as bringing our residents closer to accessing
their socio-economic rights.
The most glaring lack of basic rights in this city remains amongst those citizens who
live in informal housing, with undignified sanitation arrangements, or in stressed
areas. The need for proper, formal housing and services is urgent and the pace of
delivery to address these backlogs must be accelerated.
Our future will be one where our citizens are living in good quality houses that
provide dignity, privacy and security, with consistent basic services, in communities
that are crime-free, peaceful, walkable, greened, clean, accessible, connected and
where socio-economic activities can occur. They must provide a context where
women and children’s’ rights are respected and protected, and where their
participation in life and the economy has no restrictions.
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We are cognisant of the lifelong aspirations of our citizens to have homes to call their
own, and need to be appropriate in our approach. Future delivery of formal housing
must ensure that beneficiaries’ rights are fully acknowledged through the timeous
allocation of title deeds. Housing delivery and infrastructure development has not
always been in an aligned manner, leading to formal housing developed before bulk
infrastructure. This undermines the idea that housing comes with the fulfilment of
basic rights.
Sustainable development will take place in a participative manner that takes into
account the need for wealth creation, poverty alleviation and equity. Equity extends
to the management of scarce, or at risk resources, like land and the environment.
This requires decisions about best land use and least environmental impact.
Participation will be based on credible information and shared decision-making in the
process of what communities see as their priorities.
Community leadership or community members involved in planning exercises or
projects will be provided with knowledge and skills that will enable project ownership
and successful delivery. Strong relationships with our communities will provide
insight into the unique character of each community as well as their work, social,
religious, educational, economic, health and transport needs and aspirations.
Community consultation and stakeholder engagement processes provide platforms
for citizens to contribute to the creation of their own neighbourhoods. Community
participation is key to a development focussed planning and delivery process.
The development of human settlements will be driven by credible data and
information that gives guidance to decisions around type of dwelling and type of
funding mechanism. We will research best practice and appropriate housing
solutions, as well as lobby for more effective policies and responses to our human
settlement need. The Metro sees itself as the entity that creates an enabling
environment for this to take place.
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We will seek out and work with service providers and partners who understand the
challenges, and are prepared to provide services and partnerships that assist us to
deliver on our mandate. We understand that we share responsibility for effecting
positive social change; supporting and marshalling volunteer sector; and a private
sector that directs its resources (CSI funding) to assist in implementing public
objectives.
In order to develop sustainable human settlements, the municipality is committed to
building strong working relationships with provincial and national government
partners for improved delivery of health care, social development support and
education. We would like to see these partnerships help us address obstacles to
socio-economic development, not limited to but including HIV/Aids, tuberculosis,
drug use, crime and gangsterism. At a local level we will strengthen our relationships
and partner with other organs of state that provide vital services like SAPS, as well
as NGOs and other relevant private organisations.
Interactions and integration with all of our stakeholders in housing delivery, including
the beneficiaries, will be informed by values of openness, transparency, service,
efficiency and appropriateness. Human settlements must be created in ways that
give substance to the concept, and through a functionally aligned and timeously
financed delivery mechanism. Directorates responsible will be required to take
decisions, and plan and implement in an informed, co-ordinated and inclusive
manner in order to ensure integration across functions and aligned delivery of
services.
In order to provide accelerated housing delivery, the city will look at ways to move
beyond the current model of providing housing to its citizens. The current model of
uniform houses is not sustainable. Land and funding is not an infinite resource, and
therefore where and how citizens are housed, and how that is financed, needs to be
reconsidered.
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This provides exciting opportunities for improving social cohesion and integration in
our city, which has been fragmented by apartheid era spatial planning as well as the
current practice of developing housing on the periphery of the city. Higher density
housing, repurposing of vacant buildings, purpose built housing like homes for the
aged, inner city living are all possibilities.
Social cohesion and integration gives every citizen the opportunity for personal
development and to build the idea of citizenship and being an integral part of a
community. We will always look for opportunities for creative solutions and
integrated development. An example of this type of development is building
retirement housing close to child-care centres, where older citizens can be involved
in active citizenry while serving an important function in the community. Other
examples are community food gardens in public open spaces that hold weekly
markets.
Currently, there are of our citizens living in areas where aging and failing
infrastructure, non-delivery of infrastructure, bad spatial arrangements and
geographic location impedes the delivery of services. This has also made these
areas more susceptible social-ills like crime and gangsterism. These areas will not
be left behind in the development of sustainable human settlements across the city.
We are constrained in our endeavours, by the reality that not every citizen in need of
a formal house, in a sustainable and integrated human settlement, will receive one in
the short or even medium term. To mitigate this, informal settlement upgrades, de-
densification and in situ development will be a priority in the short term. Intense
communication will continue, with communities living in informal settlements, in order
to keep information flowing in clear and unambiguous manner, regarding these
plans.
Beneficiaries will be matched with the best funding models (or housing instruments)
for their income levels. Not every citizen is in need of a subsidised house, but can
benefit from other national housing or private initiatives like social housing and the
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Finance Linked Individual Subsidy Program. Public-private partnerships and
sustainable funding models will be sought.
We will continue to improve the access to and quality of service we offer. We will
support and encourage businesses involved in affordable housing, in order to
support their activities in development and upgrading of buildings for accommodation
and housing. We will also research the possibility of incentives for inner city
upgrading projects by the private sector.
We will encourage EMEs and SMMEs to, not just be service providers to Metro in
delivery of human settlements, but to look for opportunities where they can be
developers themselves. This will provide increased housing opportunities for those
who can afford to rent or buy their own home.
Our vision is to create a city of sustainable human settlement nodes based on equity
– equitable access to basic services and social support, to education, to health, to
the economy, to recreational, cultural and sports facilities, to green spaces, to clean
environments and pollution free air, to safety, to nutrition, to mobility, to connection,
to information, to libraries and to choice.
Human Settlements – Directorate Delivery Approach for People Oriented
Development
Housing is a fundamental need and basic human right of the residents of Nelson
Mandela Bay. The Constitution of South Africa Act 108 of 1996 and the Bill of Rights
contained therein, affirm the democratic values of human dignity, equality and
freedom for all citizens. This informs the work of the Municipality in human
settlements provision, while it must also give effect to the following associated rights:
• Equality
• Human dignity
• Freedom and security
• Privacy
• Freedom of movement and residence
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• Property
• Environment
• Healthcare, food, water and security
• Access to information
• Administrative justice
The City’s mandate in respect of human settlements is derived from the National
Housing Act 107 of 1997, which provides for “the establishment and maintenance of
habitable, stable and sustainable public and private residential environments, to
ensure viable households and communities in areas allowing convenient access to
economic opportunities, and to health, educational and social amenities in which all
citizens and permanent residents of the Republic will, on a progressive basis have
access to permanent residential structures with secure tenure, ensuring internal and
external privacy, and providing adequate protection against the elements, potable
water, adequate sanitary facilities and domestic energy supply”.
The delivery of housing in Nelson Mandela Bay provides an opportunity to transform
the face, shape and form of the City and its settlements, reduce the effects of
entrenched segregation and inequality, and provide rights to citizens for whom these
rights are not yet a reality.
Notwithstanding the legislative and policy obligations that influence the activities of
the institution in providing human settlements, in order to be effective and deliver
projects and programmes that are sustainable and integrated, the following aspects
need to be addressed:
• Access to adequate accommodation that is suitable, relevant, appropriately
located, affordable and fiscally sustainable.
• Access to basic services such as water, sanitation, refuse removal and
electricity.
• Security of tenure, irrespective of ownership or rental, formal or informal
structures.
• Access to social services and economic opportunities within a reasonable
distance.
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In addressing the above aspects, a multi-disciplinary and collaborative approach with
all relevant internal and external sectors is required. Alignment and integration
between municipal directorates and other government departments is critical to the
success and sustainability of human settlements interventions.
It needs to be recognised that the Provincial Department of Human Settlements is
responsible for the allocation of funding for housing development in the Nelson
Mandela Bay area. This influences what can be achieved by the Municipality.
The key stakeholder group of the Municipality in providing human settlements is the
most vulnerable, poverty-stricken and desperate citizens of society. Therefore, a
priority area is to ensure the delivery of services to informal settlements and
backyard shacks.
The reality that faces the Municipality in providing adequate housing is that not every
citizen in need of a formal home, in a sustainable and integrated human settlement,
will receive one in the short or even medium term. To mitigate this, the approach
adopted to dealing with informal settlements is to focus on upgrading,
de-densification and in situ development.
In addition, not every citizen is in need of a subsidised house. There are those who
can benefit from other national housing or private initiatives, such as social housing
and the Finance Linked Individual Subsidy Program (FLISP). The role of the
Municipality is therefore to match citizens in need of homes to the appropriate
available housing instruments, in collaboration with other role-players.
An important aspect in the provision of services by the Human Settlements
directorate is the resolution of community conflicts, disputes and civil disturbances.
The relocation of communities from emergency areas or after land invasions, or any
highly emotive situations, requires particular facilitation, consensus building, conflict
resolution and problem-solving skills. As the Human Settlements Directorate of the
Municipality deals with the most vulnerable citizens, it is critically important to ensure
the appropriateness of its approach to all aspects of human settlements delivery.
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The NMBM Human Settlements Directorate is staffed not only with technical staff,
but also project management and community development staff. These staff
members are crucial to the success of delivery and are the bridge between the
Municipality and communities.
In addition to the above, the Human Settlements Directorate inter alia performs the
following functions:
• Land survey
• Building control
• Land use management and spatial planning
• Development and support for human settlements delivery
• Property and planning administration
• Housing consumer education
Public Health – Directorate Delivery Approach for People Oriented Development
The purpose of the Public Health Directorate is to improve the health and quality of
life of people and the environment through key strategic interventions, such as the
prevention and treatment of pollution and diseases, and natural environment
protection.
The Public Health Directorate is committed, through a process of community
involvement, to rendering competitive services through developmental programmes
to improve the quality of life of people within the Municipality by creating and
maintaining a healthy and attractive environment.
Of extreme importance to the implementation of this mission are the legislative
prescripts that provide the strategic placement and functioning of the Public Health
Directorate to deliver efficient services to the people of this Municipality.
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The Public Health Directorate’s functions inter alia include the following:
• Employee wellness.
• Implementation of the Occupational Health and Safety Act.
• Support of the Municipal Pound.
• Planning and management of the Metropolitan Open Space System
(MOSS) and parks.
• Waste management.
• Planning and management of cemeteries.
• Pollution monitoring and control.
• Mainstreaming of HIV/AIDS in municipal projects and programmes.
While people-oriented development must prioritise address of the burning issues of
housing, bucket toilet eradication, food insecurity, and the scourge of HIV/AIDS and
its resulting impacts; social support is required to address challenges to the broader
social fabric of the community context.
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The Municipality continues to suffer from cases of human rights violations –
incidents of racism, xenophobia, the killing of women and children, rape, domestic
violence, unsafe initiation practices, ukuthwala, alleged witchcraft killings, and false
prophets and pastors who delude congregants into engaging in strange, unusual or
harmful practices.
Detriment is further caused to communities during service delivery protests,
especially where it results in the burning of schools, libraries and public facilities.
All of these issues must be addressed holistically.
Sport, Recreation, Arts and Culture – Directorate Delivery Approach for People
Oriented Development
The Municipality believes that instilling a culture of reading among residents and
students is a vital prerequisite to transforming them into readers - essential to
unlocking the doors to education and learning in the NMBM and promoting an
informed public.
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Municipal libraries play a vital role in our information-driven society and are
extensively used by residents; both for academic research and recreational reading
purposes. The upgrading and restoration of library facilities is an ongoing institutional
commitment.
The Municipality is also mandated to promote the health and well-being of residents,
and in this regard new sport and recreation facilities are being provided, while
existing sport facilities are upgraded or rehabilitated.
The Municipality recognises that it is important to ensure the sustainable provision of
water to its sports facilities and embraces research as the vital underpinning of the
sustainable provision of services.
Water and Sanitation – Directorate Delivery Approach for People Oriented
Development
The provision of water and sanitation services, connectivity to services, the
discharge of sewage into sewers, as well as water conservation measures, are
governed by legislation.
The NMBM has reduce the number of buckets being serviced in the NMBM from
16317 June 2016 to 8562 November 2017. The Bucket Eradication Programme as
approved by Council on 1 December 2016 is being implemented and is scheduled to
be completed by June 2018. Operationally there might be some carry over projects,
especially the communities that are located on private land.
Actions for delivery in Phase 1, the current five y ear IDP period, include:
• Address the unemployment challenges that specifically inhibit access to
employment for youth, woman and the disabled.
• Targeted establishment of public / private / NGO partnerships to coordinate
better social services provision; for example through cooperation on provision
for old age homes and early childhood development centres through which
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the elderly can assist in provision of child care (such partnerships are proven
in other cities to give a sense of purpose to neglected elders and a loving
environment to young children needing loving care).
• Investment provision of support to ex-convicts released from prisons to enable
them to productively rejoin our communities and reduce their risk of needing
to become repeat offenders in order to survive.
• Investigate through benchmarking, how other municipalities have funded and
undertaken social development within their municipal structures.
• Improve standards at Metro old aged homes and ensure that service
providers are experienced and caring.
• Promote awareness and support around drug use and complete the
development of a strategy to address substance abuse and homelessness
among the youth in the Metro.
• Targeted alignment of the skills and jobs mismatch through the
implementation of Adult Basic Education and Training.
• Continue momentum achieved through the re-establishment of the Metro
AIDS Council for address of the HIV/AIDS infection rate.
• Launch of the HIV/AIDS STI peer education programme.
• Plan properly for increased urbanisation through long-term spatial
development prioritization.
• Improve planning in general for better rollout of Human Settlements for
improved and accelerated delivery.
• Continue eradication of the title deed backlog.
• Innovate and employ best practice in all human settlement project activities.
• Planning for long-term sanitation solutions through revision of the master plan
for NMBM to deliver dignified, alternative dual system toilet systems.
• Ensure proper consultation and engagement with shack dwellers in order to
discourage the development of new informal settlements.
• Establishment of spekboom nurseries to grow spekboom from slip cuttings to
address neighbourhood greening, soil erosion, climate change and reduce
instances of sand-blocked stormwater drains resulting from soil erosion.
• Delivery of a strategy to address the sustainability of the municipality’s burial
ground provision and public consultation towards a more diversified service
offering in respect of such (this should include cemetery tourism infrastructure
to improve cemeteries and visited places that honour our ancestors).
• Promote various sporting events throughout the year.
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5.9 Technology Led Development
Agendas for consistent pursuit through engagement with the private and academic
sectors are currently being developed to address development of the scientific,
technological and knowledge technological base, as well as human resources. This
process requires the identification of long-term and transitional objectives, as well as
the required material, institutional and organisational inputs, and development of
implementation policies, programs, and success measures.
The role of the Metro continues to be that of providing basic services, infrastructure
and sustainability of life for its citizens. Technological advances promise to improve
the environments in which people live and the services that cities and governments
offer.
Aging infrastructure, in the face of increasing urbanization, more formal housing, the
need to attract more businesses and investment, results in increased demand on
those same resources. Additionally, cost constraints and the need to be more
sustainable and environmentally friendly, provides challenges as well as
opportunities. The need for improved urban resilience in the face of climate change
and other natural and man-made catastrophes and the threat of food insecurity, adds
to the challenges.
The future compels us to make the best land use decisions, to create suburbs of
human settlement that are more convenient, accessible, connected, safe, energy
efficient and resilient. Important needs include more effective use of limited space,
greater walkability, and ways to support residents across the income spectrum. In
addition, integrating new physical and digital technologies to create innovative
solutions will offer the best opportunities to address these challenges.
We will continue to provide reliable services and infrastructure, but will have to find
more efficient ways of doing this. This will necessitate, not just improving our IT
systems, but positioning ourselves to apply technologically revolutionary solutions.
The technological revolution and the internet of things, has led cities across the
world to position themselves as smart cities. The future of Nelson Mandela Bay will
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be planned on smart city concepts in order to make it locally and internationally
competitive and resilient.
One of the immediate priorities is to become data driven. This will entail finding
ways to collect information, collate and store information and make this information
available in ways that it can be used for making the best decisions. Data and
analytics technology will allow insight that will impact on our physical management
and the socioeconomic development of this city. The immediate integration of this
type of technology into the municipality is imperative.
Mapping technology, which already includes many layers of data to solve questions
and challenges in areas such as safety, housing, transportation, health and
sanitation, waste, environmental protection and natural resource management,
infrastructure and asset management, economic development, urban agriculture and
access to nutrition etc. will play a more central role in how decisions are made and
how we plan. Geo-information systems technology is already being applied in the
municipality.
Infrastructure and Engineering – Directorate Delivery Approach for Technology led
Development
Smart cities are making use of technological ingenuity and preparing themselves for
future innovation in order to improve their citizens lives and meeting the
requirements for this (water, energy, transport, shelter and habitat, sanitation, waste
management), by modernizing infrastructure, as well as utilizing information
technology to deliver service in more efficient and effective ways.
What is important is the methodology applied to use the historically good networks,
staffing capacity and the additional opportunities that arise through our geographic
position, climate and new business opportunities in the alternative energy carriers
and renewable energy. It is intended to use this historic First World network as a
basis to become a destination of choice for the green economy. The emerging gas
economy that will arise in the Coega Industrial Development Zone of Nelson
Mandela Bay is also a potential future energy priority.
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The NMBM's drive to develop a “Smart City” / fifth utility by introducing City-wide
broad band / internet services, both commercial and free, such will allow the
institution a potential increased financial stream.
A number of public-private partnerships, collaboration with the universities, close
liaison with National Treasury and new service delivery methods will ensure that the
City remains a leader in the field of energy and stays abreast with best practices.
Fleet Management is an enabling internal division of Infrastructure and Engineering
that provides vehicles and/or plant to all directorates across the Municipality. The
Municipality intents to take a more active role in the Electric Vehicle Infrastructure
Alliance, with the view of greening a section of the Municipality’s fleet by the year
2020.
One of the immediate priorities is to stabilize water supply and storage. Our aged
and poorly maintained water delivery mechanisms, and insufficient storage
infrastructure, provides the perfect opportunity to investigate smart city options
around water. The traditional ways of operating are no longer applicable. The Metro
will investigate better ways of harvesting water, recycling and re-using water,
groundwater management and other modern solutions like desalination and smart
concepts that are even yet to be devised. The city will strive towards finding
solutions that enable us to guarantee water supply for twenty years.
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City services such as lighting, safety and security, traffic management, waste
management, planning spatial development, planning for and implementation of
projects, interacting and communicating with citizens, ways of doing business our
citizens, businesses and future investors, is all poised to change.
Smart technology like CCTV infrastructure, lighting solutions, registration plate
recognition software and “clever” technology, parking solutions, mobility solutions
and other newer technology, is insufficient unless it creates business intelligence that
can be utilized for advancement. The impact has to be a measureable change in
infrastructure, ways of doing business, behavioural patterns or development.
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Therefore, it is not about technology for technology’s sake, but technology that
provides data that can be used to bring change and development.
Sets of data and data-driven solutions will make us far more responsive and relevant
in responding to the needs of our citizens, businesses and investors. Budgeting and
planning will be more closely related to actual needs. Solutions will be more
accurate and measureable in impact. Investment opportunities and interventions
that have not been considered sometimes arise after analyzing data.
Data that is not properly structured will remain unused or underused. We will find
solutions to the challenge of how we collect and store data and how we make sense
of it through aggregating, analyzing and visualizing it. Our IT systems will provide
access to data through user-friendly interfaces that allow query, reporting and
dashboard type access.
The idea is that a user-friendly interface that offers our directorate leadership and
managers useful data at their fingertips. That data will then become the basic
building blocks to inform solutions to problems with infrastructure, public
transportation, traffic, and how to use non-renewable energy sources more
efficiently. Integrating information across Directorates, through our data
management solutions, will allow new and interesting analysis, and can highlight
different types of new opportunities and solutions.
Our citizens will witness the impact of improved and technology based solutions.
Currently, the most obvious technology is communication technology, through the
mobile networks. The city is committed to seeing broadband rollout and access that
allows all of our citizens to take part in the mobile technology revolution and the
advantages that offers. In the future, receiving information from the municipality,
monitoring utilities use and accounts, confirming one’s inclusion in lists for service
delivery such as housing, paying for services, purchasing tickets for transport,
accessing information on cultural and sports events, communicating with the
municipality, and applying for jobs at the municipality will be through mobile
technology.
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Our role as a city involves the research of and integration of many technologies,
connecting stakeholders and service providers, co-ordinating across Directorates
and levels of government, creating public-private-academic platforms, research and
development investment; setting new standards; and developing and preparing our
employees for data driven deployment. This will commit us to measurement of
delivery. We will be led by the maxim of “what can be counted can be measured”.
Measuring the quality, timing, effectiveness and impact of where resources are
committed will contribute to accountability and performance improvement.
This will force the municipality at operations level, to shake off the silo mentality that
exists. Directorates will be expected to share information and data, prevent costly
duplication, share information and insights, plan and then implement in a co-
ordinated manner. Disconnected, un-coordinated service delivery will not be
tolerated.
This municipality is determined that it will not be able to choose and implement smart
city technology alone. It is committed to better partnerships, and formalizing of the
triple helix, in order to ensure we are equipped with the most reliable and recent
information, in order to make choices that strengthen this city. Forging and
maintaining relationships with the private and academic sectors will be key to finding
and utilizing the best technology to operate, perform and position ourselves for the
future.
The city will be open to individuals and organisations, who have smart solutions to
the challenges we face. We will challenge our academic institutions and places of
learning to take on city challenges that require smart solutions, as well as support
students that will be the future technology experts in the Metro, providing insight as
well as building businesses.
Nelson Mandela Bay Metro will take decisions that put this city on a smart city
trajectory. It will create, or change, policy that creates readiness for future
technologies, and it will lobby for policy amendments where national policy is a
hindrance to this. It will also seek out investment and create mechanisms or
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progressive business models that will enable the development of infrastructure that
will be required.
Positioning the city for current smart technology and future technology, technology
that is yet to be designed and distributed, but which will make the lives of our citizens
easier, simpler, less costly as well as which is beneficial to the environment, will take
bold and brave leadership and decision-making. Skills and capacity within the
municipality will be created in order to do this. Decisions will have to be taken now, in
preparation for decades ahead. The future of this city relies on placing us on the
international map as a future, resilient, relevant, developing and smart city.
Actions for delivery in Phase 1 , the current five year IDP period, include:
• Integration of data collection projects and systems to more efficient data
collection.
• Reduce dependence on developers and on contracts that require ongoing
tech support at high expense.
• Develop effective E-recruitment application (Web-based and Mobile).
• Roll out E-recruitment kiosks at customer care centres.
• Establish massive broadband roll-out throughout the Metro.
• Draft Wi-Fi and broadband strategic policy and implement.
• Investigate and benchmark against other metros on Wi-Fi delivery.
• Explore viable public-private partnerships opportunities to reduce cost of
delivering free Wi-Fi and Wi-Fi as a fifth utility.
• Develop costed strategy for identified hot-spots - public open spaces, IPTS
buses, libraries etc.
• Focus on extensive coverage of under-privileged areas, affordable data costs
and generous free allocations to developing areas.
• Identify a champion for the project and build a strong team around this
individual.
• Encourage and develop strong partnerships for broadband growth and
broadband/Wi-Fi infrastructure development - Integrated approach between
public and private sector.
• Establish investment incentives to attract technology start-ups.
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• Establish and capacitate technology incubators.
• Benchmark against similar programmes (electronically read electricity and
water meters) already implemented in similar mid-sized cities.
• Invest in appropriate skills development and infrastructure improvement
programmes.
• Although the technology exists for electronically-read water and electricity
meters, budget constraints inhibit access thereto.
• Adopt best-practice in respect of crime reduction strategies making use of
technology to combat crime (shot-spotter, CCTV networks, facial recognition
software capability, number plate recognition for vehicles, FLEUR/infra-red
technology for night-time applications).
• Well trained and equipped ground capability in respect of Metro Police in
order to maximise on smart safety technology.
• Establish units with specialised capability to deal with priority crimes through
crime pattern analysis using smart technology.
• Identify host infrastructure (our wires/fibres and poles) for smart crime
technology.
• Investigate and develop partnerships with the private sector, including for
cross-pollination of skills with private security companies.
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Link between the priority areas of the Long-term Gr owth and Development
Plan and the 6 Pillars of the IDP
Governance and
organization-led development
Infrastructure-led
development
Well Run City
Opportunity City
Safe City
Inclusive City
Caring City
Forward Thinking City
Opportunity-led development
Infrastructure-led
development
Development for Resilience
Development through lifestyle
offering
Development through
conservation of our natural,
built and cultural assets
Safety-enabled development
People-oriented development
Technology-led development
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CHAPTER 6: DELIVERY PLAN
The Municipality’s Delivery Plan is informed by a new, delivery-focused political
vision that has already brought change to Nelson Mandela Bay.
In order to ensure absolute alignment between the Budget, IDP and Strategic
Objectives, the directorates have prepared comprehensive situational analyses,
while the Mayoral Committee conducted extensive stakeholder engagements with
residents and economic clusters.
Expressed in the form of six pillars and nineteen strategic objectives, this Chapter
depicts the practical implementation of this political vision, and is realised and
measured through a number of strategic outcome-, output- and impact-based key
performance indicators.
The City Manager, as the Metro’s Accounting Officer, will oversee the performance
management process of translating this IDP into an activity-based Service Delivery
and Budget Implementation Plan (SDBIP) for which he is responsible.
The successful translation of the political vision into administrative action will result in
a Nelson Mandela Bay that is an iconic, friendly, ocean city driven by innovation,
service excellence and economic development – a destination a choice.
THE WELL RUN CITY
This pillar pertains to all initiatives that cater for meeting the standard operational
expectations of the Municipality, including initiatives that address the Human
Resources component, systems, accountable governance and financial viability of
the institution. In The Well Run City, monitoring and evaluation informs decision
making and provides information for accountability and performance improvement.
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A culture of excellence among staff and institutional systems and processes is
strived for. In the Well Run Nelson Mandela Bay, all basic services are delivered to
expectation and the City sets the benchmark for transparent governance, financial
viability and the eradication of corruption.
Objectives:
• Transform the institutional systems, processes and organizational structure to
one of high performance in order to effectively deliver basic services.
• Ensure that the municipality is staffed throughout with a motivated, committed
and capable workforce.
• Ensure financial prudence and transparent governance and work towards
eradicating corruption.
Key directorates that play a role in realising these strategic objectives:
Corporate Services –
Corporate Services is the primary custodian of all human resources policies and
procedures within the institution. This Directorate will be responsible for the
implementation of an integrated ICT platform, which will include a Wi-Fi enabled
environment, and for driving a performance driven culture. More importantly, the
Directorate will ensure the provision of communication initiatives and services to
ensure that the public is well informed of municipal programmes, services and
events. This all speaks to creating a well-run administration.
Water, Sanitation, Electricity and Energy, Fleet Management –
A key part in delivering a Well Run City is having an efficient water and sanitation
system which is mandated to the Department of Water and Sanitation. The City will
monitor trade effluent discharges, and ensure that water distribution reticulation and
wastewater conveyance are conducted at reservoirs and pump stations, and this will
be constantly improved by having new and innovative technologies integrated into
water delivery plans to ensure optimal and sustainable water delivery.
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THE OPPORTUNITY CITY
The Opportunity City delivers on well-planned initiatives to enable and cultivate job
creation and economic opportunity, develop competitive advantage, and ensure
access to skills. The Opportunity City is competitively differentiated as a destination
city for business, tourism and investment. Strategic partnerships with the private and
non-profit sectors thrive. Opportunity City initiatives secure the development of a
diversity of sectors, which range from marine manufacturing, urban agriculture and
agri-processing, to the cultural and creative industries. Infrastructure led growth is
properly planned and invested in and effective service provision for roads, public
transport and mobility ensures universal access to the Opportunity City.
The Opportunity City ensures efficiency in municipal process so that development is
not hamstrung or hindered in any way. Planning processes, land use applications,
connection to utilities, issuing of rates clearance certificates and conducting
environmental impact studies need to be modernised, streamlined and fast-tracked.
Entrepreneurship is encouraged in an Opportunity City; the informal economy should
be supported and serviced in order to facilitate economic growth. Informal traders
should feel safe to conduct business in clean and well defined public spaces where
by-laws are enforced and adhered to.
Nelson Mandela Bay, the Opportunity City, is a proudly iconic and global city that
does the legacy of Nelson Mandela proud.
Objectives:
• Growing and diversifying the local economy through the attraction of new
investment, skills development and facilitation of an enabling environment for
small business growth and job creation.
• Facilitating and promoting infrastructure led growth, development and tourism.
• Executing existing and designing and implementing new projects that
competitively differentiate Nelson Mandela Bay as a destination city for
business, tourism and investment – including through strategic partnerships.
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• Developing an effective integrated public transport system that promotes
access to opportunity through mobility.
Key directorates that play a role in realising these strategic objectives:
Economic Development, Tourism and Agriculture –
The City under this Directorate plans to ensure that Local Economic Development
helps communities to realise a lively, resilient and sustainable local economy in order
to improve the quality of life for all. This will be achieved by growing and diversifying
the local economy through the attraction of new investment, skills development and
the facilitation of an enabling environment for small business growth and job
creation. Government processes involved in investment and development will be
made more efficient, and the informal economy will be supported.
THE SAFE CITY
This pillar speaks to all initiatives that address safety and security. It also includes
those that create environmental safety, as well as safety for residents and tourists.
This pillar must also be aligned with the disaster management plans of the Metro.
In the Safe City, all communities, residents and visitors of Nelson Mandela Bay enjoy
the basic freedom of not only being safe, but of feeling safe. The Safe City’s Metro
Police are trusted, accessible, well-trained and suitably equipped, and protect the
communities they serve with pride. Fire and Emergency Services in the Safe City are
properly prepared to ensure that any disaster, natural or otherwise, is capably
addressed. In the Safe City, the need for the urgent delivery of well-maintained street
lights to all communities is of high priority. In the Safe City, the Municipality partners
with communities to eradicate illegal connections - and with civil organisations to
ensure that residents and visitors enjoy access to adequately life-guarded public
beaches and pools.
Residents that fall victim to drug and substance abuse should be supported, and
awareness needs to be created around this societal challenge. Drug and substance
abuse leads to and is the cause of many related criminal activities that are
addressed in a Safe City.
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In the Safe Nelson Mandela Bay, bylaws are fairly enforced and measures are set in
place to ensure that cattle are kept off roads at night. Safe working conditions are
ensured for all municipal employees.
Objectives:
• Delivering well-resourced and capacitated policing and emergency services in
order to ensure the safety of all communities and visitors.
• Providing infrastructure that improves the safety of communities and visitors.
• Improving the safety and security of Nelson Mandela Bay through community,
industry and civic organisation partnerships.
Key directorates that play a role in realising these strategic objectives:
Safety and Security –
In an effort to ensure the safety of all communities and visitors, this Directorate aims
to deliver a well-resourced capacitated policing, emergency services as well as
provide sound infrastructure. This shall be further enhanced through community,
industry and civil organisation partnerships. The fight against drug and substance
abuse will be prioritised and victims will be supported.
THE INCLUSIVE CITY
This pillar relates to initiatives that promote equality and social cohesion and that
enable informal means of mobility between communities. The objectives under this
pillar strive for integrated access to and delivery of a single community city
(pedestrian bridges, social cohesion promoting events, etc.). Deliverables are
concerned with the promotion of redress, transformation and employment equity.
Projects such as those providing communal grazing land could also be considered
inclusive (from a cultural perspective).
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Delivery to an Inclusive City means delivery that speaks to maturity of our society as
a collective community and celebrated in all its diversity; One City One Future. The
Inclusive Nelson Mandela Bay is a well-connected city. It delivers integrated access
to a single-community city. It has properly planned infrastructure and a built
environment that enables informal means of mobility between communities, including
pedestrian bridges and connective “corridor” routes.
In the Inclusive City, responsive governance is delivered through effective public
participation and the provision of communication channels that deliver the
accessibility of the Municipality to all residents. The Inclusive City is served by
properly functioning Ward Committees.
The Inclusive City proactively promotes redress and delivery on transformation
objectives. Productive relationships are cultivated with organised labour, ensuring
that all decisions are inclusively informed. Participatory governance is also reinforced
in the Inclusive City, through developmental municipal management systems and
processes, through which all employees are empowered to contribute to the
successful delivery of the IDP.
Many of our residents still live in underserviced parts of the City with access to no or
rudimentary basic services. In an Inclusive City this legacy of Apartheid is redressed
and the previous government’s maladministration is turned around on a systematic
basis. Informal settlements need to be upgraded to improve the delivery of basic
services and thus the quality of life of residents living in those areas.
United in its diversity, the Inclusive City actively ensures that the cultural, traditional,
ancestral and struggle heritage of our communities is respected and appropriately
commemorated. In the Inclusive Nelson Mandela Bay, projects that pay homage to
our heritage, including the renaming of streets, are properly consulted and budgeted
for.
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Objectives:
• Ensuring responsive governance through consistent public participation,
effective functioning and support of Ward Committees and the creation of an
environment in and systems through which participatory and responsive
governance can thrive.
• Spatial and built environment developments that promote integrated
neighbourhoods, inclusive communities and a well-connected Nelson
Mandela Bay.
• Delivering on transformation objectives, promoting redress and fostering
social cohesion.
Key directorates that play a role in realising these strategic objectives:
Human Settlements –
Integrated development is a key priority in creating an Inclusive City. Nelson
Mandela Bay still suffers from Apartheid-era spatial planning and many communities
are therefore separated and secluded from the larger City. Innovative spatial
development and housing solutions will be utilised to address this challenge.
Roads and Transport –
An Inclusive City is well connected and offers adequate infrastructure and public
transport to residents. The continued development of the IPTS plays an important
role in improving connectivity and ensuring that people from different communities
can travel easily throughout the City. Well maintained road networks create a more
inclusive and connected Nelson Mandela Bay.
THE CARING CITY
In the Caring City, equality is strived for through ensuring that all residents have
access to delivery that promotes their well-being. Access to affordable housing and
the provision of dignified housing is properly planned for to ensure maximum
possible delivery within funding available. Dignified sanitation and waste
management are a reality for all households.
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In the Caring Nelson Mandela Bay, indigent communities are adequately supported
and food security programmes and community gardens are fully operational. Social
services and social development programmes are well-prioritised. In ensuring the
well-being of residents, the Caring City delivers libraries and sports and recreational
facilities that are accessible to all communities. Through effective cleansing
programmes, greening initiatives and the provision of well-maintained public parks,
every resident is able to feel proud of the community he or she lives in.
In the Caring City, occupational health and wellness for all municipal employees is
ensured.
Through the delivery of Public Health services, cemeteries are well managed and
planned, proper management of the environment is practised.
Objectives:
• Providing for the social needs of communities and the empowerment of
vulnerable people through the provision of access to social services, social
development programmes and indigent support.
• Promoting the health and well-being of all communities through the spatially
equitable provision of social infrastructure.
• Providing effective general environmental and public health services.
• Providing dignified housing and sanitation and accelerating access to
improved services to indigent households in order to create safe and decent
living conditions for all residents.
Key directorates that play a role in realising these strategic objectives:
Human Settlements –
The City aims to upgrade informal settlements by providing housing opportunities to
qualifying residents. Appropriately located, affordable and fiscal sustainable housing
opportunities will be prioritised by the City. A back-yarder programme will also be
initiated, in terms of which basic services will be extended not only to formal houses,
but also to residents presiding in backyard structures.
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Sport, Recreation, Arts and Culture –
Although sport and recreation speaks to Nelson Mandela Bay’s attractiveness as a
preferred sport destination, this Directorate plays an important role in creating a
Caring City that offers quality facilities and events for residents to get involved in
positive recreational activities. Social services in the form of well-maintained public
sport and cultural facilities are crucial in creating a Caring City that looks after the
well-being of its residents.
Public Health –
Public health is an important aspect of a Caring City that leads to the improved
quality of life of residents. Community involvement is critical in delivering competitive
primary health care facilities and taking care of the environment.
THE FORWARD THINKING CITY
The Forward Thinking City is concerned with institutional innovation, support for
research and development, and plans for future sustainability. The Forward Thinking
City ensures multi-generational planning that promotes sustainable economic growth
through the optimal use and development of technology.
The Forward Thinking City strives for its environmental sustainability through
proactive planning, and the conservation of resources and the natural and built
environment.
Objectives:
• Ensuring multi-generational planning that promotes sustainable economic
growth through research and development, innovation, and the optimal use
and development of technology.
• Developing an environmentally sustainable city through proactive planning
and the conservation of resources and the natural and built environment.
178
Key directorates that play a role in realising these strategic objectives:
Chief Operating Officer –
The Office of the Chief Operating Officer is tasked with the management and
implementation of long-term strategy in order to create an administration that
focuses on long-term development and success.
Economic Development, Tourism and Agriculture –
A longer-term view of economic development in Nelson Mandela Bay involves
facilitating the growth of industries that are labour absorptive and will change the
growth trajectory of the City substantially. The oceans economy, tourism and the
close proximity of the Coega Industrial Development Zone position Nelson Mandela
Bay for accelerated future economic growth.
The following table reflects the Key Performance Areas of this IDP as part of the
Performance Management System of the Municipality. It is usual to include only
what are recognised as strategic indicators as the level of the Integrated
Development Plan. Other indicators would be cascaded down to the Service
Delivery and Budget Implementation Plan (SDBIP) and Performance Agreements of
Officials.
For the purposes of this IDP, however, some indicators have been included at this
level due to their strategic significance. These are:
Doing business in South Africa indicators which have arisen as a result of the
national report which measures the competitiveness of Cities in South Africa from
time to time. This indicator is important from a strategic perspective as Nelson
Mandela Bay Municipality is striving to be competitive.
Statistical indicators – these indicators are included to monitor strategic trends over
time. Once a trend has been established, performance indicators will be devised for
inclusion in subsequent IDPs.
179
It should be noted that in terms of the aforementioned indicators, the 2017/18
financial year will be utilised to establish and verify reporting systems and determine
accurate baseline information to inform targets to be set for the outer years.
180
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 1: Percentage of households with access to basic water supply
WS
2.1 100% 100% 100% 100% 100%
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y KPI 2:
Percentage of basic service delivery (water, sanitation, electricity, roads and stormwater) complaints/ faults reported through the 0800 20 50 50 Hotline and responded to within the required timeframes as outlined in the service delivery standards
N/A
New indicator 80% 80% 80% 80%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 3: % achievement of the Mandela Bay Development Agency's 2018/19 Key Performance Indicators reflected in the Mandela Bay Development Agency Business Plan
N/A
43%
achievement
of the MBDA
KPIs reflected
in the MBDA
Performance
Scorecard
(2016/17)
80% 80% 80% 80%
PILLAR 1
THE WELL RUN CITY In the Well Run City, monitoring and evaluation inf orm decision making and provide information for accountability and perf ormance improvement. A culture of excellence among staff an d institutional systems and processes is strived for. In the Well R un Nelson Mandela Bay, all basic services are delivered to expectatio n and the city sets the benchmark for transparent governance, financial via bility and the eradication of corruption.
STRATEGIC OBJECTIVE 1.1 Transform the institutional systems, processes and organisational structure to one of high performance in order to ef fectively deliver basic services
181
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 4: Frequency of sewer blockages W
S3.
1 708 675 650 600 550
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 5: Frequency of mains failures
WS
3.2 69 65 60 55 50
KPI 6: Frequency of unplanned water service interruptions W
S3.
3 15 13 12 10 8
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 7: Percentage of Drinking Water Compliance to SANS241
WS
4.1 99% 100% 100% 100% 100%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 8: Percentage of wastewater samples compliant to water use license conditions
WS
4.2 75% 75% 80% 85% 85%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y KPI 9:
Percentage of non-revenue water W
S5.
1 42.2% 40% 37% 35% 30%
182
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 10: Total water losses
WS
5.2 Litres per
connection per day
resulting in 39.9% losses
Litres per connection
per day resulting in 37% losses
Litres per connection
per day resulting in 34% losses
Litres per connection
per day resulting in 30% losses
Litres per connection
per day resulting in 30% losses
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y KPI 11:
Road transport fuel usage per capita E
E4.
3 0.02 (2016
National fuel usage
statistics)
0.025 0.028 0.03 0.035
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
KPI 12: Non-motorised transport (NMT) paths and lanes as a percentage of the total municipal road network length
TR
1.2 0.15% of Non-
motorised transport
(NMT) paths (4,75KM as a percentage of total municipal road network
length)
0.13% of Non-motorised transport
(NMT) paths (4KM as a
percentage of total municipal road network
length)
0.12% of Non-motorised transport
(NMT) paths (3,8KM as a
percentage of total municipal road network
length)
0.12% of Non-motorised transport
(NMT) paths (3,6KM as a
percentage of total municipal road network
length)
0.11% of Non-
motorised transport
(NMT) paths
(3,4KM as a percentage
of total municipal
road network length)
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 13: Percentage share of monthly household income spent on public transport, for households using public transport
TR
2.1 20% 20% 20% 20% 20%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 14: Total per capita consumption of water W
S5.
3 251 litres per capita per day
250 litres per capita per day
240 litres per capita per day
230 litres per capita per day
220 litres per capita per day
183
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y KPI 15:
Percentage water reused
WS
5.4 4% 6% 4% 5% 7.5%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 16: Percentage of respondents indicating that they believe public transport to be "safe"
TR
4.1 New Indicator 50% 55% 60% 65%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 17: Percentage of respondents indicating that they believe public transport to be "reliable"
TR
4.2 0% 50% 55% 60% 65%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 18: Percentage of overall municipal road network that is unsurfaced
N/A
16.60% 16.60% 16.60% 16.60% 16.60%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y KPI 19:
Households receiving Free Basic Electricity as a percentage of all households with electricity connections
EE
2.1 9.12% 9.61% 10.11% 10.61% 11.11%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 20: Percentage of low-income households that spend more than 10% of their monthly income on electricity
EE
2.2 7.9% 7.4% 6.9% 6.4% 5.9%
184
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 21: Percentage of households with access to electricity E
E1.
1 82% 82% 85% 90% 95%
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
KPI 22: System Average Interruption Duration Index E
E3.
1 110min
100min
90min
85min
80min
KPI 23: Customer Average Interruption Duration Index
EE
3.2 575min 537min 485min 437min 392min
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 24: Number of power outages on the high voltage network (lasting more than two hours) recorded
N/A
2 200 2 100 2 000 1 900 1 800
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 25: Percentage of street and area lights repaired which have been out for longer than six month
N/A
New indicator
50% 70% 80% 100%
185
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 26: System Average Interruption Frequency Index E
E3.
3 0.25 0.2 0.15 0.12 0.11
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 27: Customer Average Interruption Frequency Index E
E3.
4 2000 1.500 1.200 1000 900
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 28: Renewable energy capacity available within the municipal jurisdiction as a percentage of Eskom supply capacity to the municipality
EE
4.1 1% 1% 1% 1% 1%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 29: Percentage total electricity losses E
E4.
4 13,8% 12,8% 11,8% 10.8% 10%
KP
A 1
: B
AS
IC
SE
RV
IC
E
DE
LIV
ER
Y KPI 30:
Tonnes of municipal solid waste sent to landfill per capita E
NV
2.1 0.03 0.04 0.05 0.06 0.07
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 31: Tonnes of municipal solid waste diverted from landfill per capita E
NV
2.2 On 23 April
2018, a service
provider was appointed to undertake a
recycling project for
recovering of recyclable material.
Targets for the indicator will be set during the 2019/20 IDP review
processes.
186
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 32: Total collected municipal solid waste per capita
EN
V2.
3 0.02 0.03 0.04 0.05 0.06
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 33: Percentage of households with basic refuse removal services or better E
NV
3.1 71% 71% 75% 80% 85%
KP
A 1
: B
AS
IC
SE
RV
ICE
D
ELI
VE
RY
KPI 34: Waste removal complaints due to non-collection as a percentage of total consumer units/billed accounts
EN
V3.
2 0.07% 0.06% 0.05% 0.04% 0.03%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 35 Number of illegal dumping fines issued as a percentage of the total number of illegal dumping reports and tip-offs received
N/A
20% 25% 30% 35% 40%
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 36: Percentage of fatal crashes attributed to road and environmental factors
TR
6.1 10% ≤10% ≤9.5% ≤9% ≤8.5%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 37: Road Traffic Fatalities Per 100 000 Population T
R7.
1 20 ≤19.5 ≤19 ≤18.5 ≤18
187
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 38: Average number of fatalities per fatal crash T
R7.
2 5 <5 <5 <5 <5
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
PA
RT
ICIP
AT
ION
KPI 39: Functionality of prescribed municipal structures (as defined in Municipal Structures Act 117 of 1998)
GG
4.2
85% 90% 90% 90% 90%
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
PA
RT
ICIP
AT
ION
KPI 40: Percentage of Regular Council resolutions implemented per year within the required timeframes
N/A
33% (1 July – 31 December
2017)
100% 100% 100% 100%
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
PA
RT
ICIP
AT
ION
KPI 41: % positive media coverage on the Municipality
N/A
60% 65% 70% 75% 80%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 42: Average que waiting time at municipal service centres (customers care, traffic and licensing)
N/A
New Indicator 3 hours 2 hours 1 hour 1 hour
188
Strategic Objective 1.2 Ensure that the municipality is staffed throughout with a motivated, committed and capable workforce
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D
MA
NA
GE
ME
NT
KPI 43: % of the Municipality's budget actually spent on implementing its Workplace Skills Plan
N/A
0.069% (2016/17)
0.08% 0.08% 0.08% 0.08%
KPI 44: Implementation of Performance Management System for all employees in NMBM
N/A
NMBM Performance Management
System cascaded to
Assistant Director Level
(2017/18)
NMBM Performanc
e Managemen
t System cascaded to
Grade 14
NMBM Performanc
e Managemen
t System cascaded to
Grade 10
NMBM Performance Management
System cascaded to
Grade 6
NMBM Performance Management
System cascaded to all
employees
189
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 45: Audit Opinion
GG
3.1 Qualified
Audit Opinion in respect of
2016/17
Unqualified audit report
received from the Auditor General
Unqualified audit report
received from the Auditor General
Clean audit report
received from the Auditor
General
Clean audit report received from the Auditor
General
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
PA
RT
ICIP
AT
ION
KPI 46: Number of alleged fraud and corruption cases reported per 100 000 population
GG
5.1 1.3 alleged
cases per 100 000
population (population as per Stats SA)
Statistical indicator: number of fraud and corruption
cases reported per
100 000 population
will be calculated annually
Statistical indicator: number of fraud and corruption
cases reported per
100 000 population
will be calculated annually
Statistical indicator: number of fraud and corruption
cases reported per
100 000 population will be calculated
annually
Statistical indicator:
number of fraud and corruption cases reported
per 100 000 population will be calculated
annually
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 47: Number of dismissals for fraud and corruption per 100 000 population
GG
5.2
0.4 number of dismissals per
100 000 population
(population as per Stats SA)
0 0 0 0
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
A
ND
PU
BLI
C P
AR
TIC
IPA
TIO
N KPI 48:
Number of convictions for bribery and/or corruption by city officials per 100 000 population
GG
5.3 0.2 convictions per 100 000 population
(population as per Stats SA)
Statistical indicator: number of convictions for bribery
and/or corruption
by city officials per
100 000 population
will be calculated annually
Statistical indicator: number of convictions for bribery
and/or corruption
by city officials per
100 000 population
will be calculated annually
Statistical indicator: number of
convictions for bribery and/or corruption by city officials per 100 000
population will be calculated
annually
Statistical indicator: number of
convictions for bribery and/or corruption by
city officials per 100 000
population will be calculated
annually
Strategic Objective 1.3
Ensure financial prudence and transparent governanc e and work towards eradicating corruption
190
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
AL
FIN
AN
CI
AL
VIA
BIL
ITY
AN
D
MA
NA
GEKPI 49:
% of the Municipality’s Capital Budget actually spent
N/A
91.60% (2016/17)
95% 95% 95% 95%
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D
MA
NA
GE
ME
NT
KPI 50: % of the Municipality’s approved Operating Budget spent on repairs and maintenance
N/A
3.6% 4.5% 4.5% 4.5% 4.5%
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
A
ND
MA
NA
GE
ME
NT
KPI 51: Value spent on outsourced professional / consultancy services
N/A
R109 766 902 (2016/17)
Cost benefit analysis
conducted (outsource/i
nsource professional
/ consultancy
services)
Cost benefit analysis to inform targets
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 52: Number of members of the public in attendance at municipal public participation engagements
N/A
6 000 8 000 10 000 12 000 14 000
191
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T KPI 53:
Percentage of municipal account holders using e-commerce
N/A
73% 74% 75% 76% 77%
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T
KPI 54: Liquidity Ratio N
/A 1.26 : 1 (as at
31 March 2018)
.
0.9 : 1 1.0 : 1 1.1 : 1 1.19 : 1
KPI 55: Credit Rating N
/A A1.za A1.za A1.za A1.za A1.za
KPI 56: Turnaround time for the payment of Creditors to ensure creditor system efficiency
N/A
Within 30 days from
date of receipt of invoice
Within 30
days from
date of
receipt of
invoice
Within 30
days from
date of
receipt of
invoice
Within 30 days
from date of
receipt of
invoice
Within 30 days
from date of
receipt of
invoice
KPI 57: Employee Costs ratio N
/A 24.79% (as at
31 March 2018)
31.6% 32.2% 32.8% 33.72%
KPI 58: Cost Coverage Ratio (cash and cash equivalents, excluding unspent conditional grants)
N/A
2.32 months 3 months 3.3 months 3.7 months 3.84 months
KPI 59: % outstanding service debtors to revenue
N/A
24.11% 25.5% 25.7% 25.4% 20.4%
192
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T
KPI 60: Debt Coverage ratio (debt servicing costs to annual operating income)
N/A
2.79% 40.3 times 38.9 times 41.7 times 38.67 times
KPI 61: % billed revenue collection rate (revenue collected over billed revenue)
N/A
94.30% 95% 95.5% 95.5% 95.5%
193
PILLAR 2
THE OPPORTUNITY CITY The Opportunity City delivers on well-planned initi atives to enable and cultivate economic opportunity, develop competitive advantage and ensure access to skills. The Opportunity City is competitively differentiate d as a destination city for business, tourism and investment. Strategic partner ships with the private and non-profit sectors thrive. Opportunity City initiatives secure development of a diversity of sectors that range from marine manufacturing, to urban agriculture and agri-processing, to the cultural and creative industries . Infrastructure led growth is properly planned and invested in and effective serv ice provision for transport and mobility ensures universal access to the Opportunit y City. Nelson Mandela Bay, the Opportunity City, is a proudly iconic and globa l city that does the legacy of Nelson Mandela proud.
STRATEGIC OBJECTIVE 2.1
Grow and diversify the local economy through the at traction of new investment, skills development and facilitation of an enabling environment for small business growth and job creation.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 62: Percentage of all qualifying households in the municipal area classified as indigent
GG
6.1
28% of all households classified as
indigent (as at 28 February
2018)
27.5% 27% 26.5% 26%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 63: Number of new agro-processing firms/companies established within the NMBM
N/A
New Indicator
5 5 5 5
194
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T KPI 64:
Number of Municipal Resorts fully operational with compliant SLA or contract in place
N/A
0 1 2 3 4
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 65: GDP contribution of the local tourism sector per year
N/A
7.10% 8% 8.5% 9% 9.5%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 66: % youth unemployment
N/A
52%
51.5%
51%
50.%
50%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 67: Number of industrial areas targeted for upgrade and revitalisation
N/A
0 0 0 0 2
(Perseverance,
Markman)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 68: Value of exports contracts facilitated within the NMBM
N/A
Potential export
leads facilitated
R3 million
R3 million
R3 million
R3 million
195
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 69: % contribution to the GDP of key Economic Clusters targeted for development as per the NMBM Economic Growth and Development Plan
N/A
New Indicator 46% 48% 50% 52%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 70: Number of SMMEs supported through the SMME Support Centre and Enterprise Development Policy turning a profit within business plan stipulated timeframe
N/A
Not available 200 220 250 300
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 71: Recreational water quality
EN
V5.
1
40% 50% 60% 70% 80%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 72: Green House Gas emissions per capita
EN
V6.
1
5.2 MTCO2e (2012)
5.2 MTCO2e (2012)
5.2 MTCO2e
(2012)
5.2 MTCO2e
(2012)
5.2 MTCO2e (2012)
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D
MA
NA
GE
ME
NT
KPI 73: % of rates clearance processed within 7 days (from the date of receipt of the request to the date the rate clearance is processed)
N/A
100% 100% 100% 100% 100%
196
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 74: Average turnaround time for installing a standard 3-phase business electricity supply (from the date of receipt of payment to the date of electricity installation)
N/A
333 days 45 days 45 days 45 days 45 days
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 75: Average cost of library services per library access
N/A
R82
(Ratio of total annual
libraries operational
budget : total annual library visits)
R80
R78
R76
R74
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 76: Hectares of municipal land available for human burial
N/A
Land audit
conducted
470 ha
(2017/18
baseline
existing land)
Land assembly
(final
assessment
and
environmental
authorization)
Targets and budget will be set I line with the
outcomes of the Land Assessment during the
2018/19 financial year.
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 77: Number of Informal Traders provided with official trading permits
N/A
200 800 1200 1600 2000
197
STRATEGIC OBJECTIVE 2.2 Facilitate and promote infrastructure led growth, d evelopment and tourism.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 78: Number of visitors to the Red Location Facilities (Museum, Gallery and Digital Library)
N/A
0
Targets to be set once facility opens
198
STRATEGIC OBJECTIVE 2.3 Execution of existing and design and implementation of new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment – including throug h strategic partnerships.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 79: Percentage achievement of indicators reflected in the Built Environment Performance Plan
N/A
80% 80% 80% 80% 80%
199
STRATEGIC OBJECTIVE 2.4 Develop an effective and integrated public transpor t system that promotes access to opportunity through mobility.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 80: Number of paying Integrated Public Transport System passengers transported per month
N/A
0 138360 285960 427940 569920
200
PILLAR 3
THE SAFE CITY In the Safe City, all communities, residents and vi sitors of Nelson Mandela Bay enjoy the basic freedom of not only being safe, but of feeling safe . The Safe City’s Metro Police are trusted, accessible, well-trained, suitably equipped and pro tect the communities they serve with pride. Fire and Emergencies Services in the Safe City are properly prepared to ensure that any disaster, natural or otherwise, is capably addressed. In the Safe City, the need for urgent delivery of well-maintained street lights to all communities is of h igh priority. In the Safe City, the Municipality partners with communities to eradicate illegal conn ections - and with civil organisations to ensure residents and visitors enjoy access to adequ ately life-guarded public beaches and pools. In the Safe Nelson Mandela Bay, bylaws are fairly e nforced and measures are set in place to ensure that cattle are kept off roads at night. Saf e working conditions are ensured for all municipal employees.
STRATEGIC OBJECTIVE 3.1 Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and visit ors.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 81: Number of fire related deaths per 1 000 population F
E1.
1 0.032 (41 deaths)
(2016 / 2017
statistics)
≤0.031 (40 x deaths)
≤0.03 (39 x deaths)
≤0.0298 (38 x
deaths)
≤0.029 (37 x
deaths)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y KPI 82:
Number of natural disaster related deaths per 1 000 population
FE
1.2
0 0 0 0 0
201
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 83: Number of security personnel in-sourced
N/A
460 485 510 535 560
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y KPI 84:
Percentage of CCTV, Early Warning Detection System and Joint Operational Centre (JOC) operational in NMBM
N/A
20% 20% 40% 60% 80%
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y KPI 85:
Number of Metro Police Officers N/A
114 174 234 294 354
202
STRATEGIC OBJECTIVE 3.2 Provision of infrastructure that improves the safet y of communities and visitors.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 86: Electricity usage per capita
EE
4.2
688 Kwh 619 Kwh 557 Kwh 501 Kwh 451 Kwh
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 87: % of illegal connections removed within 24 hours of inspection
N/A
100% 100% 100% 100% 100%
203
STRATEGIC OBJECTIVE 3.3 Improve the safety and security of Nelson Mandela B ay through community, industry and civic organisation partnerships.
KP
A
IDP INDICATOR NT
R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 88: Number of life-saving clubs operating from fixed premises within Nelson Mandela Bay
N/A
3 3 3 3 2
204
PILLAR 4
THE INCLUSIVE CITY Delivery to an Inclusive City means delivery that s peaks to maturity of our society as one collective community, and celebrated in all its diversity; One City * One Future. The Inclusive Nelson Mandela Bay is a well-connected city. It delivers integrated access to a single-community ci ty. It has properly planned infrastructure and a built environment that enables informal means of mobility between communities, including pedestrian bridges a nd connective “corridor” routes. In the Inclusive City, responsive governanc e is delivered through effective public participation and the provision of communication channels that deliver the accessibility of the Municipality to al l residents. The Inclusive City is served by properly functioning ward committees. The Inclusive City proactively promotes redress and delivery on transformation obj ectives. Productive relationships are cultivated with organised labour, ensuring that all decisions are inclusively informed. Participatory governance is also reinforced in the Inclusive City, through developmental municipal man agement systems and processes, through which all employees are empowere d to contribute to successful delivery of the IDP.
STRATEGIC OBJECTIVE 4.1 Ensure institutional accessibility, effective commu nication channels for participatory and responsive governance
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 89: Top Management Stability (% of days in the year that all Section 56 positions are filled by full-time, appointed staff not in an acting capacity)
GG
1.2 73% of
working days as at 31
March 2018 (CM position and 7 Senior
Manager positioned
filled) 3 x Senior Manager positions vacant
(Budget and Treasury,
Public Health,
Electricity and Energy)
100% Vacancies filled in accordance
with timeframes contained in
Local Government:
Regulations on appointment
and conditions of employment
of senior managers
100% Vacancies filled in accordance
with timeframes contained in
Local Government:
Regulations on appointment
and conditions of employment
of senior managers
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
205
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
KPI 90: % of municipal policies, bylaws and identified key strategic documents available in English, isiXhosa and Afrikaans on the municipal website
N/A
2% 50% 100% 100% 100%
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
A
ND
PU
BLI
C P
AR
TIC
IPA
TIO
N KPI 91:
Number of community halls per 100 000 population
HS
3.2
1: 200 000
34 community
halls
1: 190 000
37 community halls
1: 160 000
40 community halls
1: 130 000
45 community halls
1: 110 000
50 community halls
KPI 92: Percentage utilisation rate of community halls
HS
3.5
60% 80% 60% 70% 80%
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 93: Percentage of municipal skills development levy recovered
GG
1.1 20% 80% 80% 80% 80%
KP
A 5
: GO
OD
G
OV
ER
NA
NC
E A
ND
P
UB
LIC
P
AR
TIC
IPA
TIO
N KPI 94:
Percentage of ward committees that are functional (meet four times a year, are quorate, and have an action plan)
GG
2.1 100% as at
31 March 2018
100% 100% 100% 100%
206
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
A
ND
PU
BLI
C P
AR
TIC
IPA
TIO
N
KPI 95: Attendance rate of municipal council meetings by all identified Traditional Leaders
GG
2.2
The Municipality is in a process of re-engaging Traditional Leaders. Targets will be set in line with the outcome of these engagements.
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
A
ND
PU
BLI
C P
AR
TIC
IPA
TIO
N
KPI 96: Percentage of councillors who have declared their financial interests and whose declarations have been verified
N/A
New Indicator
100% 100% 100% 100%
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
P
AR
TIC
IPA
TIO
N
KPI 97: Percentage of administrative staff who have declared their financial interests and whose declarations have been verified against, the municipal supplier database
N/A
100% 100% 100% 100% 100%
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
A
ND
PU
BLI
C P
AR
TIC
IPA
TIO
N KPI 98:
Average percentage of councillors attending council meetings
GG
4.1
95.8% (2016/17)
95.8% 95.8% 95.8% 95.8%
207
STRATEGIC OBJECTIVE 4.2 Spatial and built developments that promote integra ted neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 99: Percentage of dwelling units within 500m of scheduled public transport service ]
TR
1.1 79.6%% 80% 80% 80% 80%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 100: Percentage of commuters (citywide) using private motorised transport
TR
1.3 47% 46% 45% 44% 43%
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
KPI 101: Average public transport commuting time
TR
3.1 45min 45min 43min 41min 43min
KPI 102: Average private transport commuting time
TR
3.2 33min 30min 29min 27min 26min
208
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 103: Percentage of households less than 10 minutes walk from the scheduled public transport
TR
5.1 New Indicator 52% 84% 86% 88%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 104: Rateable residential properties as a percentage of total households in the municipality
HS
2.2 94% 94% 94% 94% 94%
209
STRATEGIC OBJECTIVE 4.3 Deliver on transformation objectives, promote redre ss and foster social cohesion
KP
A
IDP INDICATOR
NT
R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 2
: MU
NIC
IPA
L IN
ST
ITU
TIO
NA
L D
EV
ELO
PM
EN
T A
ND
T
RA
NS
FO
RM
AT
ION
KPI 105: Number of people from employment equity target groups employed in the three highest levels of management (City Manager, Section 56 Managers and Strategic Skilled Level Managers) in compliance with the Municipality’s approved Employment Equity Plan
N/A As at 31
December 2017:-
CM – 1 filled / 0 vacant
Section 56 – 8 filled / 2 vacant Strategic Skilled level Managers
– 51 filled / 9 vacant
Section 56 – 3 (ED:E&E;
ED:PH; CFO)
Strategic Skilled level Managers
– 9 In line with
NMBM Employment Equity Plan
Targets to be set / reviewed in line with the revised NMBM Employment Equity Plan set for adoption by Council in 2018.
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 106: Number of municipal buildings, facilities and streets renamed in line with the Municipality’s Heritage Programme
N/A
2 3 3 4 5
210
STRATEGIC OBJECTIVE 4.4 Facilitate and promote infrastructure led growth, d evelopment and tourism
KP
A
IDP INDICATOR NT
R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 107: Number of internet hotspots within NMB
N/A
20 internet hotspots 32 internet hotspots
35 internet hotspots
40 internet hotspots
45 internet hotspots
211
PILLAR 5
THE CARING CITY In the Caring City, equality is strived for through ensuring that all residents have access to delivery that promotes their well-being. Access to affordable housing and provision of dignified housing is properly plan ned for to ensure maximum possible delivery within funding available. Dignifi ed sanitation and waste management are a reality for all households. In the Caring Nelson Mandela Bay, indigent communit ies are adequately supported and food security programmes and communit y gardens are fully operational. Social services and social development programmes are well-prioritised. In ensuring the well-being of resident s, the Caring City delivers libraries, sport and recreational facilities that a re accessible to all communities. Through effective cleansing programmes, greening in itiatives and provision of well-maintained public parks, every resident is abl e to feel proud of the community they live in. In the Caring City, occupat ional health and wellness for all municipal employees is ensured. Through the del ivery of Public Health services, cemeteries are well managed and planned a nd proper management of the environment is practiced.
STRATEGIC OBJECTIVE 5.1 Provide for the social needs of communities and emp owerment of vulnerable people through provision of access to social servic es, social development and indigent support.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 108: Number of public libraries per 100 000 population H
S3.
3 2 2 2 2 2
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 109: Average number of library visits per library H
S3.
6 728 800 757 952 788 270 819 801 852 593
212
STRATEGIC OBJECTIVE 5.2 Promote the health and well-being of all communitie s through the spatially equitable provision of social infrastructure.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 110: Square meters of municipally owned or maintained public outdoor recreation space per capita
HS
3.1 15 048 660
m2 per capita 15 048 660
m2 per capita 15 048 660
m2 per
capita
15 048 660
m2 per
capita
15 048 660
m2 per
capita
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T KPI 111:
Percentage utilisation rate of sports fields H
S3.
4 6.2% 6.54% 6.9% 7.3% 7.75%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 112: Rand net expenditure on sport and recreation infrastructure per 1000 residents
N/A
R25784.68 R16000 R17500 Targets and Budget will be set during the 2020/21 IDP
and Budget review processes
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 113: Number of existing sport facilities consistently maintained over a twelve month period
N/A
83 85 90 95 100
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 114: Percentage of persons with disability where access to public
TR
5.2 New
Indicator 98% 96% 95% 93%
213
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T
KPI 115: Average occupancy rate of tourist accommodation within Nelson Mandela Bay
N/A
55.97% 58% 60% 62% 64%
KP
A 3
: LO
CA
L E
CO
NO
MIC
D
EV
ELO
PM
EN
T KPI 116:
% of Nelson Mandela Bay Tourism Key Performance Indicator targets successfully met by Nelson Mandela Bay Tourism per the revised Service Level Agreement with Nelson Mandela Bay Tourism
N/A 92% 95% 95% 95% 95%
214
STRATEGIC OBJECTIVE 5.3 Provide effective general environmental and public health services.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 117: % of stray animal complaints resolved
N/A
New Indicator
100% 100% 100% 100%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 118: Number of partnerships established with organisations in support of substance abuse rehabilitation
N/A
1 1 1 1 1
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 119: Percentage of households experiencing a problem with noise pollution
EN
V1.
3 20% 18% 16% 14% 12%
KP
A 1
: BA
SIC
S
ER
VIC
E
DE
LIV
ER
Y
KPI 120: Ecosystem/vegetation type threat status
EN
V4.
1 Endangered Vulnerable Vulnerable Vulnerable Vulnerable
KP
A 1
: BA
SIC
S
ER
VIC
E D
ELI
VE
RY
KPI 121: Ecosystem / vegetation type protection level E
NV
4.2 Moderate
Represented
Well represented
Well represented
Well represented
Well represented
215
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 122: Wetland condition index
EN
V4.
3 The NMBM currently does
not have a Wetland
Condition Index.
Specialist studies will be conducted in outer years.
Baseline and targets will be provided in 2019/20 once research studies are collated via Nelson Mandela
University.
216
STRATEGIC OBJECTIVE 5.4 Provide dignified housing and sanitation and accele rate access to improved services to indigent households in order to create safe and decent living conditions for all residents.
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 123: Percentage of households with access to basic sanitation
WS
1.1 97% 98% 100% 100% 100%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 124: % of informal households with access to flush sanitation
N/A
New Indicator 50% 100% 100% 100%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 125: Number of bucket toilets serviced by the municipality
N/A
16317 - June 2016
8562 - Nov. 2017
≤500 0 0 0
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 126: Percentage of households living in adequate housing
HS
1.1 94% 94.8% 95.6% 96.4% 97.2%
217
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 127: Percentage of households living in informal settlements
N/A
6% 5.2%
4.4%
3.6%
2.8%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 128: Title deed backlog ratio
HS
1.2 1 : 9
1 : 8 1 : 7 N/A N/A
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 129: Percentage of households in informal settlements targeted for upgrading
HS
1.3 8.5%
11.5%
23%
34%
46%
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 130: Percentage of property market transactions in the gap and affordable housing market range
HS
2.1 60% 60% 60% 60% 60%
218
KP
A
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 131: Number of building plans approved per year in relation to building application plans received
N/A
298 : 300 315 : 325 331 : 350 348 : 375 365 : 400
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 132: Percentage of households living in formal dwellings who rent
HS
2.3 18.84%
(STATSSA
2011)
19% 20% 20% 20%
219
PILLAR 6
THE FORWARD THINKING CITY The Forward Thinking City is concerned with institu tional innovation, support for research and development, and plans for future sustainability. T he Forward Thinking City ensures multi-generational planning that promotes sustainable eco nomic growth through the optimal use and development of technology. The Forward Thinking City strives for its environme ntal sustainability city through proactive planning, and conservation of resources and the nat ural and built environment.
STRATEGIC OBJECTIVE 6.1 Ensure multi-general and proactive planning for sus tainable city development
KP
A
IDP INDICATOR NT
R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
STRATEGIC OBJECTIVE 6.2 Development of an environmentally sustainable city through proactive planning, and conservation of resources and natural and built environment
KP
A
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
KPI 133: Metropolitan Air Quality Index (MAQI) E
NV
1.1
MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1
220
KP
A
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
KP
A 1
: BA
SIC
SE
RV
ICE
D
ELI
VE
RY
KPI 134: Number of days where PM2.5 levels exceeded guideline levels E
NV
1.2 New Indicator 0 0 0 0
Note: The National Treasury required Technical Indicator Descriptions which provide comprehensive definitions and calculation formulas are available on the municipal website (http://nelsonmandelabay.gov.za/Documents.aspx?catID=18&pageID=224)
221
SECTOR DEPARTMENTS INPUT
In line with Intergovernmental Relations and Cooperation between various spheres
of government, a number of Sector Departments were requested to submit their
inputs for inclusion in the municipal IDP to ensure alignment of plans of the various
spheres of government. Below are the submissions received from the various
government departments:
1. PROVINCIAL DEPARTMENT OF ECONOMIC DEVELOPMENT,
ENVIRONMENTAL AFFAIRS AND TOURISM
MANDATE / KEY STRATEGIC OBJECTIVE(S) OF SECTOR DEPA RTMENT /
PARASTATAL/ORGANISATION:
Sustainable development underpinned by economic growth and sound
environmental management.
• ECONOMIC DEVELOPMENT
To promote economic growth and the development of local economies by
aligning LRED initiatives with government programmes, as well as to sustain
economic development and growth through partnerships with key
stakeholders. To this end, the District participates in IDP and LED Strategy
Reviews initiated by local municipalities, as well as forums such as the District
Support Team that support LED initiatives within the various municipal areas
To facilitate the implementation of micro-economic reform strategies through
business development and support. Furthermore, this unit facilitates the
registration of and access to finance by co-operatives and SMME’s. This is
done through referral to Eastern Cape Development Corporation (Imvaba
Fund and Business Loans) and the Small Enterprise Development Agency
(Business Plans, Product and Market Development).
222
To provide redress to valid consumer complaints on unfair business practices,
as well as the promotion of consumer awareness in terms of the National
Consumer Protection Act, 2011. This enables consumers to make educated
decisions
• ENVIRONMENTAL AFFAIRS
The administering of legislation and regulations pertaining to the National
Environmental Management Act (Act 107 of 1998). This mandate includes
legislation such as Environmental Impact Management (EIA regulations),
Waste Management, Air Quality Management and Biodiversity Management.
All permits/approvals issued in terms of the afore-mentioned legislation are
subject to oversight by the Compliance and Enforcement Unit.
To provide Environmental Empowerment Services, that is empowering local
communities and various non-governmental stakeholders pertaining to issues
of environmental concern.
223
No. Details of Project / Programme to be undertaken in 2016/17
Overall Budget Provision per project / programme (specify year(s) and if draft or approved budget)
Area (specify area / suburb / township in which project / programme will be implemented)
Positive impact, sustainability and job creation opportunities created by the project/ programme
Challenge(s) anticipated / experienced – both internally and externally
Recommendation(s) to address challenges
1 LRED Grant Funding: RV Footwear
R3 000 000 11 Parkin Street, North End, Port Elizabeth
Manufacturing of quality shoes. Creation of 101 jobs.
Rental commitment outstanding.
Rental commitment to be fast tracked by NMBM.
2 LRED Grant Funding proposals under consideration (6): Africa Auto Group (Automotive parts) - Coega IDZ Clean-up Trading (Fresh produce market) - Uitenhage Equipt Consulting (Angora rabbit products) - Greenbushes La Mohair Pty Ltd (Mohair products) - North End
Total of R15.8m requested by applicants
Dependent on project approval
Dependent on project approval
Applications not meeting the funding criteria
N/A
224
No. Details of Project / Programme to be undertaken in 2016/17
Overall Budget Provision per project / programme (specify year(s) and if draft or approved budget)
Area (specify area / suburb / township in which project / programme will be implemented)
Positive impact, sustainability and job creation opportunities created by the project/ programme
Challenge(s) anticipated / experienced – both internally and externally
Recommendation(s) to address challenges
Lebenyane Trading cc (Automotive parts) - Deal Party Zozinette Pty Ltd (Weave products) - Walmer
3 Consumer Awareness Operational Budget Nelson Mandela Bay
Creating awareness re the National Consumer Protection Act
Budgetary limitations N/A
4 Environmental Empowerment
Operational Budget Nelson Mandela Bay
Creating awareness re Environmental issues
Budgetary limitations N/A
225
2. THE SOUTH AFRICAN POLICE SERVICES SERVICE POINTS IN THE NELSON MANDELA BAY MUNICIPALITY
Mount Road Cluster Office Motherwell Cluster Office
Uitenhage Cluster Office
Mount Road Motherwell Uitenhage
Humewood KwaZakhele KwaNobuhle
Walmer New Brighton Kamesh
Kabega Park Ikamvelihle Despatch
Algoa Park KwaDwesi
Gelvandale Swartkops
Bethelsdorp Kinkelbos
Current Situation – Zwide Police Station is functioning from the Old Municipal Rent
office at Bertram Street, utilizing two offices in the building. A request was made
from Provincial Facility Management for additional accommodation at the building.
The NMBM is requested to provide SAPS with a suitable site to build a new police
station, or the proposal for additional accommodation at the current Old Rent Office
to be considered by the municipality.
226
Bethelsdorp Police Station - Chatty Police Station
Back ground - The feasibility study were conducted to establish an additional police
station was approved on 2011-12-05 by the Provincial Commissioner. Currently, the
Bethelsdorp Police Station is functioning as the only police station in the area.
During 2013, the identified sites, Erf 12638, Erf 11823 and Erf 11900 for building the
proposed police station were visited and it was found not suitable for the envisaged
project. Currently no progress reported on the matter from the Department of Public
Works. The NMBM is requested to provide SAPS with a suitable site to build a new
police station.
Kabega Park Police Station A feasibility study was conducted in 2015 to ascertain if the police station building is
meeting the required SAPS standards with regards to accommodation, Health and
Safety Management requirements and infrastructure. It was found that, the building
does not meet certain standards on several avenues. It is recommended that a new
building should to be built in order to accommodate Kabega Park Police Station.
Currently, the Kabega Park Police is a rental building and belongs to a private owner.
The NMBM is requested to provide SAPS with a suitable site to build a new police
station in the Kabega Park Policing Area.
KwaNobuhle Police Station
The feasibility study conducted in 2013 to establish an additional police station in the
area was not recommended. The NMBM is requested to provide SAPS with a
suitable site, situated more central in the precinct, in order to build a new police
station.
New Brighton Police Station The police station is one of the oldest police stations build in the Port Elizabeth area
and does not fulfil the increased policing requirements of the area. The Metro is
requested to provide SAPS with a suitable site in New Brighton, centrally located in
the precinct, in order to build a new police station.
227
KwaDwesi Police Station
The police station was built during the late 80’s. Most of the infrastructure consists
of prefabricated material. The police station is situated opposite a shopping centre
and next to informal business, obstructing the traffic flow in and out from the police
station. Secondly, the new residential developments create a situation where the
station is now located on the geographical outskirts of the policing area. The Metro
is requested to provide SAPS with a suitable site, situated more central in the
precinct, in order to build a new police station.
228
NAME OF SECTOR DEPARTMENT: DEPARTMENT OF ROADS AND PUBLIC WORKS
MANDATE / KEY STRATEGIC OBJECTIVE(S) OF SECTOR DEPARTMENT/PARASTATAL/ORGANISATION:
• “A custodian of provincial government immovable ass ets and a provider of sustainable infrastructure re sulting in socio-economic reform, sector transformation and development”
No Details of Projects /
Programme to be undertaken in 2018/19
Overall Budget Provision per project/ programme (specify year(s) and if draft or approved budget)
Area (specify area/ward/suburb/ township in which project/ programme will be implemented)
Positive impact, sustainability and job creation opportunities to be created by the project/ programme
Challenge(s) anticipated / -both internally and externally
1. Jubilee Park R77 460 900,00 Uitenhage The project has employed 13 SSMEs and 90 laborers from the community.
The project was supposed to be completed long time ago but there is a challenge with the contactor that is responsible for building the school.
2. David Livingstone R 71 460 900,00 Port Elizabeth The project has employed 18 SMMEs and 70 laborers from the community
Implementation of the decanting process delayed by the tender evaluation process
3. Bhongweni R 39 989 440,76 Port Elizabeth The project has employed 17 SMMEs and 29 laborers from the community
Contractor is progressing well on site despite the delays in payments
229
No Details of Projects / Programme to be undertaken in 2018/19
Overall Budget Provision per project/ programme (specify year(s) and if draft or approved budget)
Area (specify area/ward/suburb/ township in which project/ programme will be implemented)
Positive impact, sustainability and job creation opportunities to be created by the project/ programme
Challenge(s) anticipated / -both internally and externally
4. Mfesane R 80 755 357,06 Port Elizabeth The project has employed 18 SMMEs and 70 laborers from the community
Delay in payments is affecting the cashflow of the contractor. Community protest and internal labour issues
5. Bethelsdorp R 80 025 172,80 Port Elizabeth The project has employed 13 SMMEs and 22 laborers from the community
Issues relating to the appointment of SMMEs has not been resolved
6. Dora Phase 1 R 99 851 315,06 Port Elizabeth The project has employed 30 SMMEs and 20 laborers from the community
1.Closure of site by SMME's and community 2. Fire damage to the building. 3. Delays from the roofing subcontractor. 4. Slow progress by SMME's
7. Dora phase 11 R 119052000,6 Port Elizabeth The project has employed 26 SMMEs and 43 laborers from the community
1. Closure of site by SMME's and community. 2. Piling delay caused by coguinite layer. 3. Slow production by SMME's
230
NAME OF SECTOR DEPARTMENT: AIRPORT COMPANY SOUTH A FRICA (ACSA)
MANDATE / KEY STRATEGIC OBJECTIVE(S) OF SECTOR DEPA RTMENT/PARASTATAL/ORGANISATION:
• People and Society – Broad based social inclusion a nd deracialisation of the economy. • Business – Economic growth • Environment – Environmental sustainability
1. OPPORTUNITY CITY
• Cooperation between the NMBM and ACSA around development planning and airport master plan and precinct planning to ensure
alignment.
• Manage and align developments to ensure maximum economic and social beneficiation for the region.
• Leverage airport as an economic engine and connectivity node – Airlift Project.
• Position Port Elizabeth International Airport as an Airport City to leverage for economic growth .
2. MASTER PLAN
Additional land requirements
• Proposed development on Erf 1948 – This piece of land be made available to the airport for future plans development
• Precinct Plan development for the airport including transport solution
231
CHAPTER 7: BUDGET
7.1 CAPITAL PROGRAMME
The expenditure of the Capital Programme is predominantly towards improving
residents’ living conditions in the poor areas of the City. Funding has been allocated,
inter alia to servicing housing delivery areas, bucket eradication, the tarring of gravel
roads, stormwater improvements, electrification, and public open spaces.
The remainder of the Capital Programme focuses on essential infrastructure for the
future growth and development of the Municipality, including such areas as major
road construction, water supply and wastewater treatment.
CAPITAL BUDGET BY PROJECT PROGRAMMES FOR 2018/19 - 2020/21 Human Settlements (1191)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Services for Housing Delivery (10074)
183,456,930
203,474,782
228,007,826
20110091 Khayamnandi Extension - Roadworks (Human Settlements)
10,299,748
664,987
12,140,800
20170070 Khayamnandi Extension - Stormwater (Human Settlements)
3,089,924
199,496
3,642,239
20170069 Khayamnandi Extension - Water Bulks (Human Settlements)
3,089,924
199,496
3,642,239
20170072 Khayamnandi Extension - Sewer Bulks (Human Settlements)
4,119,900
265,995
4,856,320
20120030 Kwanobuhle Area 11 - Roadworks (Human Settlements)
17,000,000
16,500,000
1,250,000
20170079 Kwanobuhle Area 11 - Stormwater (Human Settlements)
5,100,000
4,950,000
375,000
20170081 Kwanobuhle Area 11 - Water Bulks (Human Settlements)
5,100,000
4,950,000
375,000
20170083 Kwanobuhle Area 11 - Sewer Bulks (Human Settlements)
6,800,000
6,600,000
550,000
20120031 Ekuphumleni - Kwazakhele - Roadworks (Human Settlements)
9,190,422
437,500 -
20182298 Ekuphumleni - Kwazakhele - Stormwater (Human Settlements)
2,500,000
125,000 -
20170191 Ekuphumleni - Kwazakhele - Water Bulks (Human Settlements)
7,000,000
312,500 -
20170192 Ekuphumleni - Kwazakhele - Sewer Bulks (Human Settlements)
7,500,000
375,000 -
20120033 Jagvlagte (Chatty 11-14) - Roadworks (Human Settlements)
13,958,506
17,500,000
25,000,000
232
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20170091 Jagvlagte (Chatty 11-14) - Stormwater (Human Settlements)
5,687,552
5,250,000
7,500,000
20170093 Jagvlagte (Chatty 11-14) - Water Bulks (Human Settlements)
5,687,552
5,250,000
7,500,000
20170096 Jagvlagte (Chatty 11-14) - Sewer Bulks (Human Settlements)
7,583,402
7,000,000
10,000,000
20120043 Seaview Housing Job - Roadworks (Human Settlements)
250,000
7,875,000
12,500,000
20170097 Seaview Housing Job - Stormwater (Human Settlements)
75,000
2,250,000
3,750,000
20170099 Seaview Housing Job - Water Bulks (Human Settlements)
75,000
5,625,000
3,750,000
20170101 Seaview Housing Job - Sewer Bulks (Human Settlements)
100,000
6,750,000
5,000,000
20120047 Walmer Development - Roadworks (Human Settlements)
7,850,000
15,233,683
17,500,000
20170108 Walmer Development - Stormwater (Human Settlements)
3,100,000
4,352,480
6,000,000
20170109 Walmer Development - Water Bulks (Human Settlements)
5,750,000
10,881,202
12,500,000
20170110 Walmer Development - Sewer Bulks (Human Settlements)
7,300,000
13,057,443
15,000,000
20120055 Motherwell NU 30 - Roadworks (Human Settlements)
8,800,000 - -
20170115 Motherwell NU 30 - Stormwater (Human Settlements)
2,200,000 - -
20120059 Malabar Ext 6 Phase 2 - Roadworks (Human Settlements)
10,000,000
350,000 -
20170067 Malabar Ext 6 Phase 2 - Stormwater (Human Settlements)
3,000,000
105,000 -
20170068 Malabar Ext 6 Phase 2 - Water Bulks (Human Settlements)
3,000,000
105,000 -
20170071 Malabar Ext 6 Phase 2 - Sewer Bulks (Human Settlements)
4,000,000
210,000 -
20120061 Motherwell NU 31 - Roadworks (Human Settlements) -
1,000,000
5,000,000
20170073 Motherwell NU 31 - Stormwater (Human Settlements) -
300,000
1,500,000
20170074 Motherwell NU 31 - Water Bulks (Human Settlements) -
300,000
1,500,000
20170076 Motherwell NU 31 - Sewer Bulks (Human Settlements) -
400,000
1,676,228
20120062 Kuyga Phase 3 - Roadworks (Human Settlements) -
250,000
5,000,000
20170077 Kuyga Phase 3 - Stormwater (Human Settlements) -
75,000
1,500,000
20170080 Kuyga Phase 3 - Water Bulks (Human Settlements) -
75,000
1,500,000
20170082 Kuyga Phase 3 - Sewer Bulks (Human Settlements) -
100,000
2,000,000
20130040 Nkatha/Seyisi - Roadworks (Human Settlements)
250,000
2,660,000
250,000
20170084 Nkatha/Seyisi - Stormwater (Human Settlements)
75,000
760,000
75,000
20170086 Nkatha/Seyisi - Water Bulks (Human Settlements)
75,000
1,900,000
75,000
20170088 Nkatha/Seyisi - Sewer Bulks (Human Settlements)
100,000
2,280,000
100,000
233
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20130054 Bethelsdorp Ext 32, 34 & 36 - Roadworks (Human Settlements)
375,000
16,000,000
5,000,000
20170090 Bethelsdorp Ext 32, 34 & 36 - Stormwater (Human Settlements)
112,500
5,000,000
1,500,000
20170092 Bethelsdorp Ext 32, 34 & 36 - Water Bulks (Human Settlements)
112,500
5,000,000
1,500,000
20170094 Bethelsdorp Ext 32, 34 & 36 - Sewer Bulks (Human Settlements)
150,000
9,000,000
2,000,000
20130057 Kleinskool Kliprand - Roadworks (Human Settlements)
250,000
10,000,000
15,000,000
20170095 Kleinskool Kliprand - Stormwater (Human Settlements)
75,000
3,000,000
4,500,000
20170098 Kleinskool Kliprand - Water Bulks (Human Settlements)
75,000
3,000,000
4,500,000
20170100 Kleinskool Kliprand - Sewer Bulks (Human Settlements)
100,000
4,000,000
6,000,000
20120048 N2 North Development - Roadworks (Human Settlements)
300,000 - -
20170111 N2 North Development - Stormwater (Human Settlements)
50,000 - -
20170112 N2 North Development - Water Bulks (Human Settlements)
50,000 - -
20170113 N2 North Development - Sewer Bulks (Human Settlements)
100,000 - -
20170122 Rocklands - Roadworks (Human Settlements)
350,000
350,000
5,250,000
20170105 Rocklands - Stormwater (Human Settlements)
100,000
100,000
1,500,000
20170106 Rocklands - Water Bulks (Human Settlements)
250,000
250,000
3,750,000
20170107 Rocklands - Sewer Bulks (Human Settlements)
300,000
300,000
4,500,000
20162371 John Street - Roadworks (Human Settlements)
1,000,000 - -
20182335 John Street - Stormwater (Human Settlements)
750,000 - -
20182336 John Street - Water Bulks (Human Settlements)
750,000 - -
20182333 John Street - Sewer (Human Settlements)
2,500,000 - -
20162370 Erf 818/868 - Roadworks (Human Settlements)
3,000,000 - -
20182443 Erf 818/868 - Stormwater (Human Settlements)
900,000 - -
20182442 Erf 818/868 - Water Bulks (Human Settlements)
1,200,000 - -
20182441 Erf 818/868 - Sewer Bulks (Human Settlements)
900,000 - -
234
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Investment Property (10036)
45,000,000 - -
20182608 Land Acquisition - Seaview
35,000,000
20182609 Land Acquisition - Lorraine
10,000,000
Total
228,456,930
203,474,782
228,007,826
Infrastructure & Engineering Unit - Rate and General (0384)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Resurfacing of Minor Roads (10002)
28,500,000
20,000,000
20,000,000
19930026 Resurfacing Tar roads (non-subsidy)
28,500,000
20,000,000
20,000,000
Programme: Resurfacing of Major Roads (10018)
10,000,000
10,000,000
10,000,000
19930002 Resurfacing of Subsidised Roads
10,000,000
10,000,000
10,000,000
Programme: Rehabilitation of Minor Tar Roads (10019 )
20,000,000
10,000,000
10,000,000
20070137 Rehabilitation of roads
20,000,000
10,000,000
10,000,000
Programme: Rehabilitation of Minor Concrete Roads
(10020)
1,000,000
1,000,000
1,000,000
19980218 Rehabilitate Concrete Roads - Northern Areas
1,000,000
1,000,000
1,000,000
Programme: Buildings, Depots Upgrading & Additions
(10009)
1,500,000
1,000,000
1,000,000
20042767 Upgrading Depots and Offices
1,000,000 - -
20140008 Rehabilitation of Workshop Buildings
500,000
1,000,000
1,000,000
Programme: Vehicles & Plant (10010)
10,000,000
15,000,000
15,000,000
19940289 Replacement Vehicles Fleet
10,000,000
15,000,000
15,000,000
Programme: Tarring of Gravel Roads (10023)
83,532,964
105,000,000
110,000,000
20050286 Tarring of Gravel Roads
83,532,964
105,000,000
110,000,000
Programme: Construction of Stormwater Infrastructur e
(10025)
1,000,000
8,000,000
8,000,000
20030379 Motherwell NU29 & 30 : Roads & S/w Bulk Infrastructure
1,000,000
8,000,000
8,000,000
Programme: Stormwater Improvements (10026)
40,950,000
48,750,000
50,750,000
20030609 Flood Risk and Improvements (All other rivers)
750,000
750,000
750,000
20060241 Blue Horizon Bay Bulk Stormwater
2,000,000
3,000,000
5,000,000
20060286 Groundwater Problem Elimination Northern Areas
1,000,000
1,000,000
1,000,000
20080080 Cannonville/ Colchester: Sstormwater Improvements
8,500,000
8,500,000
8,500,000
20080081 Greenbushes: Stormwater Improvemements
500,000
500,000
500,000
20030017 Paapenkuils Canal Rehabilitation
500,000
2,000,000
2,000,000
20060237 Zwide Bulk Stormwater
6,000,000
3,000,000
3,000,000
235
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20090038 Stormwater Improvements: Ikamvelihle
3,000,000
4,000,000
4,000,000
20080079 Wells Estate: Stormwater Improvements -
1,000,000
1,000,000
20030475 New Brighton/Kwazakhele: Bulk Stormwater
2,500,000
3,500,000
3,500,000
20020149 Stormwater Improvements
2,000,000
3,000,000
3,000,000
20080078 Chatty: Stormwater Improvement
7,700,000
10,000,000
10,000,000
20140009 Rehabilitation of Stormwater Ponds
2,000,000
3,000,000
3,000,000
20170130 Motherwell Canal Pedestrian crossings
500,000
1,500,000
1,500,000
20170127 Reconstruction of stormwater system - Uitenhage
3,000,000
3,000,000
3,000,000
19940233 Motherwelll Canal Wetlands
1,000,000
1,000,000
1,000,000
Programme: Traffic and Signage Improvements (10031)
20,850,000
7,350,000
7,350,000
20070132 New Traffic Signals
2,000,000
2,000,000
2,000,000
20010023 Glen Hurd Drive Upgrading
13,500,000 - -
19940195 TM24 Guidance Signs
350,000
350,000
350,000
20060019 Public Transport Facilities
2,000,000
2,000,000
2,000,000
19940376 Traffic Control Equipment (Subsidy)
1,500,000
1,500,000
1,500,000
19980220 Traffic Calming Measures
1,500,000
1,500,000
1,500,000
Programme: Construction of Major Roads (10027)
15,000,000
38,000,000
38,000,000
20170126 John Tallant Link Road
8,000,000
8,000,000
8,000,000
20140010 Construction of Bloemendal Arterial
2,000,000
10,000,000
10,000,000
20170128 Stanford Road Extension
5,000,000
20,000,000
20,000,000
Programme: Rehabilitation of Major Roads (10028)
9,500,000
10,000,000
10,000,000
19980319 Upgrade Main Road through Swartkops
1,000,000
5,000,000
5,000,000
19990144 Rehabilitation of William Moffett Expressway
500,000
5,000,000
5,000,000
20182521 Reconstruction of Tyinira Street
8,000,000 - -
Programme: Improvements to Minor Roads (10022)
9,000,000
25,391,304
12,347,826
20043187 Provision of Rudimentary Services - Roads and Stormwater
1,500,000
1,500,000
1,500,000
19990168 Njoli Square Redevelopment -
17,391,304
4,347,826
19930030 Rehabilitation of Verges and Sidewalks -Northern Areas
1,500,000
1,500,000
1,500,000
20162188 Wells Estate - Access Road
2,500,000
5,000,000
5,000,000
20182464 Embizweni Square Upgrading (Mayoral Project) - Roadworks - - -
20182522 Construction of Jack Road - Missionvale
2,000,000 - -
20182556 Acquisition of Property - Standford Road
1,500,000 - -
Programme: Improvements to Major Roads (10029)
13,000,000
12,000,000
12,000,000
19980253 Minor Intersection Improvements
2,000,000
2,000,000
2,000,000
236
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20170129 Road Upgrades to increase Capacity (ie Circular Drive, Algoa Road, Etc)
10,000,000
10,000,000
10,000,000
20182445 Iron Man - Upgrade of Routes
1,000,000 - -
Programme: Management Systems (10024)
600,000 - -
20130051 Computer Upgrade - I & E
600,000 - -
Programme: Rehabilitation of Bridge Structures (100 30)
8,000,000
13,500,000
13,500,000
20070246 Rehabilitation of Bridge Structures
5,000,000
7,500,000
7,500,000
20162191 Construction of Joe Slovo Bridge – Ward 41
2,500,000
5,000,000
5,000,000
20090079 Construction of Footbridges
500,000
1,000,000
1,000,000
Programme: Non-Motorised Transport Facilities (1003 2)
10,500,000
10,300,000
10,300,000
20050042 Facilities for the Disabled
500,000
300,000
300,000
20060020 Provision of Sidewalks
10,000,000
10,000,000
10,000,000
Programme: Specialised Equipment (10081)
1,500,000
2,000,000
2,000,000
20070201 Laboratory equipment - Scientific Services
1,500,000
2,000,000
2,000,000
Programme: 2010 World Cup Work Packages (10034)
180,621,122
169,569,904
178,340,452
20060229 IPTS - Work Package: Public Transport Facilities
49,302,507 -
114,140,452
20060232 IPTS - Work Package: Road Works
35,463,649
57,449,904 -
20060234 IPTS - Work Package: TDM and ITS
69,020,287
52,700,000 -
20070244 IPTS - Work Package: Bus Rapid Transit
26,834,679
59,420,000
64,200,000
Total
465,054,086
506,861,208
509,588,278
Sanitation - Metro (1411)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Buildings, Depots Upgrading & Additions
(10009)
2,000,000
1,000,000
2,000,000
20042918 Office Accommodation: Sanitation
2,000,000
1,000,000
2,000,000
Programme: Bucket Eradication (10043)
10,000,000
10,500,000
10,000,000
20050247 Rudimentary Services: Sanitation -
500,000 -
20050248 Bucket Eradication Programme
10,000,000
10,000,000
10,000,000
20182423 Bucket Eradication Programme: Supply and Install Communal Ablution Facilities - - -
Programme: Reticulation Sewers - Rehabiliation &
Refurbishment (10044)
10,000,000
11,000,000
11,000,000
20030672 Rehabilitation of Sewer Pipes
1,000,000
1,000,000
1,000,000
19930112 Sewer Replacement and Relining
9,000,000
10,000,000
10,000,000
237
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Reticulation Sewers - New, Augmentation
& Upgrade (10045)
10,900,000
10,400,000
14,300,000
19940098 Improvements to Sewerage System
10,000,000
10,000,000
13,200,000
20080138 Kwanobuhle: Upgrade of sewer reticulation
500,000 -
500,000
20080136 TEI: Sampling Stations 400,000
400,000
600,000
Programme: Bulk Sewers - Rehabiliation &
Refurbishment (10046)
32,000,000
25,700,000
26,000,000
20070143 Rehabilitation of Kwazakhele Collector Sewer
2,000,000
22,700,000
25,000,000
20030034 Markman - Replace 600mm Sewer
30,000,000
3,000,000
1,000,000
20182424 Markman Sewer Pipeline - Replace 600mm Sewer - - -
Programme: Bulk Sewers - New, Augmentation &
Upgrade (10047)
67,200,000
121,900,000
121,400,000
20060106 Motherwell North Bulk Sewerage
2,000,000
3,000,000
3,000,000
19980348 Paapenkuils Main Sewers Augmentation
100,000 -
200,000
20030030 Lorraine - Bulk Sewerage Augmentation
500,000 -
20,000,000
20182425 Lorraine - Bulk Sewerage Augmentation - Additional Capacity -
10,000,000 -
20060102 Colchester - Bulk Sewerage Infrastructure & WWTW -
100,000
100,000
20050105 Sewer Protection works for collector sewers
500,000
1,000,000
1,500,000
20060103 Jagtvlakte Bulk Sewerage
500,000
1,000,000
3,000,000
20050064 Augment Collector Sewer for Walmer Heights and Mt Pleasant
1,000,000
1,000,000
500,000
20182418 Augment Collector Sewer for Walmer Heights - WIP
20,100,000
17,300,000
500,000
19960525 Chatty Valley Collector Sewer Stage 1 (nodes 20 -24)
500,000 - -
20182426 Chatty Valley Collector Sewer - Install New Bulk Sewer - - -
20110054 Motherwell Main Sewer Upgrade
500,000
1,000,000
5,000,000
20110056 Swartkops Low Level Colector Sewer Upgrade
2,000,000
33,000,000 -
20182428 Swartkops Low Level Colector Sewer Upgrade - New Contract
50,000,000
20030407 Seaview Bulk Sewer
500,000
500,000
1,000,000
20060177 Driftsands Collector Sewer - Augmentation
500,000
500,000
1,100,000
20182411 Driftsands Collector Sewer - Augmentation - WIP
24,500,000
35,000,000
10,000,000
20110066 Bulk Sewers Joe Slovo, Mandelaville, Allenridge West UIT
12,000,000
15,000,000
20,000,000
20182427 Bulk Sewers Joe Slovo, Mandelaville, Allenridge West UIT - - -
20110067 Industrial Site (Airport Valley) - Bulk Sewer -
500,000
500,000
20060107 Motherwell/Coega WWTW and outfall sewer
2,000,000
3,000,000
5,000,000
Programme: Sewerage Pump Stations - Rehabiliation &
Refurbishment (10048)
10,000,000
8,000,000
10,000,000
20060178 Sanitation Services: Rehabilitation of Sewerage Pump Stations
10,000,000
8,000,000
10,000,000
Programme: Sewerage Pump Stations - New,
Augmentation & Upgrade (10049)
500,000
500,000
1,500,000
238
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20030167 Rocklands PHB Housing project WWTW
500,000
500,000
1,000,000
20182540 Fitzpatrick Pump-station - New - -
500,000
Programme: Waste Water Treatment Works -
Rehabiliation & Refurbishment (10050)
7,000,000
63,500,000
49,000,000
20070147 Kelvin Jones WWTW: Upgrade
5,000,000
60,000,000
45,000,000
20050088 Improve access roads - Sanitation
1,000,000
1,000,000
1,500,000
19990130 Telemetry - Pump Stations 1,000,000
2,000,000
2,000,000
20070153 Brickfields: Upgrade -
500,000
500,000
Programme: Waste Water Treatment Works - New,
Augmentation & Upgrade (10051)
129,254,396
102,000,000
113,300,000
20050250 Driftsands WWTW Phase 3 extension
500,000
500,000
500,000
20182410 Driftsands WWTW Phase 3 - Upgrade Existing Composting Plant
20,500,000 - -
20070156 Fishwater Flats WWTW Upgrade
27,500,000
74,500,000
81,800,000
20182409 Fishwater Flats WWTW: Sludge Stabilisation
37,000,000 - -
20182431 Fishwater Flats WWTW: Grit and Sludge Treatment Facility
19,854,396 - -
20070144 Kwanobuhle WWTW : Upgrading 21,300,000
1,000,000
1,000,000
20060075 Cape Receife WWTW : Upgrade
2,000,000
25,000,000
25,000,000
20030182 Upgrade Despatch Reclamation Works
500,000
500,000
4,000,000
20030405 Witteklip Bulk Sewerage
100,000
500,000
1,000,000
Programme: Vehicles (10009)
2,000,000
3,000,000
3,000,000
19980344 Replacement of Sewerage Collection Vehicles
2,000,000
3,000,000
3,000,000
Total
280,854,396
357,500,000
361,500,000
Metro Water Service (1412)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Vehicles and Plant (10010)
2,000,000
3,000,000
3,500,000
20070160 Purchase New Vehicles 2,000,000
3,000,000
3,500,000
Programme: Dams - Drought Relief Projects
2,100,000
5,000,000
5,000,000
20050097 Nooitgedagt/Coega Low Level System
2,100,000
5,000,000
5,000,000
Programme: Dams - Rehabilitation & Refurbishment
(10061)
2,000,000
2,000,000
2,000,000
20080094 Water Services: Rehabilitation of Dams
2,000,000
2,000,000
2,000,000
Programme: Water Treatment Works - New,
Augmentation & Upgrade (10063)
44,900,000
57,900,000
65,500,000
20000037 Loerie Treatment Works: Rehabilitation
1,000,000
1,000,000
20,000,000
239
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20182415 1412: Loerie Water Treatment Works: Rehab - New Contract
35,000,000
41,000,000 -
20060080 Upgrading of Churchill Water Treatment Works
5,900,000
11,900,000
42,000,000
20010307 Upgrading Groendal Treatment Works
1,000,000
1,000,000
1,000,000
20060082 Upgrading Springs Water Treatment Works
1,000,000
1,000,000
1,500,000
20042889 Linton: Additional Treatment Facility
1,000,000
2,000,000
1,000,000
Programme: Water Treatment Works - Rehabilitation &
Refurbishment (10064)
12,000,000
500,000
12,000,000
19960156 Elandsjagt - Upgrade to Restore Capacity
12,000,000
500,000
12,000,000
Programme: Water Pump Stations - Rehabilitation &
Refurbishment (10065)
35,000,000
29,000,000
20,000,000
20050106 Seaview Pump Station: Upgrade
35,000,000
29,000,000
20,000,000
Programme: Supply Pipe Lines - New, Augmentation &
Upgrade (10067)
30,600,000
19,400,000
17,500,000
20030511 Seaview Bulk Water
7,000,000
9,000,000
7,000,000
20030512 St Albans Bulk Water
600,000
3,300,000
3,000,000
20060081 Coega Reclaimed Effluent Scheme
1,000,000
1,000,000
1,500,000
20080048 Jagtvlakte: Bulk Water Supply Pipeline
2,000,000
1,000,000
1,000,000
20080090 Govan Mbeki Midblock Mains -
100,000 -
20080144 Kwanobuhle: Upgrading of water reticulation -
500,000
500,000
20162356 Advanced Meter Infrastructure - Water
20,000,000
4,500,000
4,500,000
Programme: Supply Pipe Lines - Rehabilitation &
Refurbishment (10068)
33,000,000
82,000,000
90,000,000
20030630 Upgrade and Rehabilitation of Water Pipelines
30,000,000
80,000,000
90,000,000
20042883 Older Dams Pipelines Augmentation
3,000,000
2,000,000 -
Programme: Reservoirs - Rehabilitation &
Refurbishment (10069)
6,000,000
8,500,000
10,500,000
19990185 Rehabilitation of Reservoirs
5,000,000
7,000,000
8,000,000
19990184 Reservoir Fencing
1,000,000
1,000,000
2,000,000
20120085 Kwanobuhle Resevoir Link Watermain -
500,000
500,000
Programme: Reservoirs - New, Augmentation &
Upgrade (10070)
3,750,000
7,000,000
7,000,000
20100034 Balmoral Reservoir and Bulk Pipeline -
1,000,000
1,000,000
20030295 Construction of Amanzi Resevoir and Pipeline
2,750,000
5,000,000
5,000,000
20030601 Construction of a 1,0 Ml reclaimed effluent reservoir: Uitenhage
1,000,000
1,000,000
1,000,000
Programme: Buildings, Depots Upgrading & Additions
(10009)
3,500,000
4,500,000 -
20042881 Office Accommodation: Water
2,500,000
2,500,000 -
20070152 Access Roads: Upgrade
1,000,000
2,000,000 -
Programme: Management Systems (10024)
40,000,000
34,570,104
34,510,113
240
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20070157 Telemetry Systems Upgrade
2,000,000
2,000,000
3,000,000
20070161 Groundwater: Drought Intervention
28,000,000
32,570,104
31,510,113
20182414 Groundwater: Drought Intervention: Drilling of Boreholes
10,000,000 - -
Programme: Distribution Pipe Lines - New,
Augmentation & Upgrade (10071)
3,000,000
3,000,000
2,000,000
20060083 Rudimentary Service: Water
1,000,000
1,000,000 -
20080088 Bulk Water Metering and Control
2,000,000
2,000,000
2,000,000
Programme: Distribution Pipe Lines - Rehabilitation &
Refurbishment (10072)
47,250,000
74,100,000
72,000,000
19930320 Improvements to System - General
13,000,000
16,000,000
15,000,000
20080093 Water Services: Rehabilitation of Pump Stations
5,000,000
6,000,000
6,000,000
20000052 Purchase of Water Meters - Metro
25,000,000
45,000,000
45,000,000
20000051 Installation of Zone Water meters
3,250,000
4,000,000
4,000,000
20080087 Rehabilitation of Pipe Bidges
1,000,000
2,000,000
2,000,000
20080091 Helenvale Urban Renewal Programme -
100,000 -
19950866 Cathodic Protection of Steel Pipelines -
1,000,000 -
Total
265,100,000
330,470,104
341,510,113
Electricity & Energy (1477)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Customer Requirements (10003)
61,289,700
58,369,700
51,942,700
19930259 Private Township Development
10,000,000
10,000,000
10,000,000
19930255 Miscellaneous Mains and Substations
20,000,000
20,000,000
20,000,000
19940149 Meters and Current Transformers
1,500,000
3,000,000
2,000,000
19930256 Peri-Urban Network
3,500,000
3,000,000
3,000,000
20130022 Relocation of existing electrical services
6,000,000
4,000,000
4,000,000
20182550 Smart Pre-payment Meters
10,942,700
10,942,700
10,942,700
20182549 Upgrade of Commercial Meters - Remote Metring
5,427,000
5,427,000 -
20182546 Low Voltage Substation Metering
1,920,000 - -
19930233 Non Electrification Areas - Service Connections
2,000,000
2,000,000
2,000,000
Programme: Network Reinforcements (10005)
52,090,000
72,640,000
68,690,000
20042993 HV Network Reinforcement - Overhead Cabling
2,000,000
8,000,000
8,000,000
20100122 HV Network Reinforcement - New Substations
7,500,000
8,500,000
6,450,000
19990104 Reinforcement of Electricity Network - Coega
20,000,000
30,000,000
30,000,000
241
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20042992 Reinforcement of Electricity Network - Western
2,000,000
2,000,000
2,000,000
20030472 Reinforcement of Electricity Network - Hunters Retreat
2,000,000
1,000,000
1,100,000
20030470 Reinforcement of Electricity Network- Despatch
1,000,000
1,500,000
1,500,000
20030074 Reinforcement of Electricity Network- Mount Road
2,000,000
3,000,000
3,000,000
20010119 Reinforcement of Electricity Network - Uitenhage
1,000,000
1,000,000
1,000,000
20010118 Reinforcement of Electricity Network - Ibhayi
1,200,000
1,600,000
1,600,000
20000175 Reinforcement of Electricity Network- Swartkops
1,200,000
2,200,000
2,200,000
20000172 Reinforcement of Electricity Network- Korsten
1,000,000
1,000,000
1,000,000
19970063 Reinforcement of Electricity Network- Bethelsdorp 11kV
600,000
1,100,000
1,100,000
19960193 Reinforcement of Electricity Network Wells Estate
1,000,000
550,000
550,000
19970061 Reinforcement of Electricity Network - Newton Park
550,000
550,000
550,000
20030471 Reinforcement of Electricity Network- Walmer Lorraine
5,000,000
3,000,000
4,500,000
19960190 Reinforcement of Electricity Network- Redhouse
540,000
540,000
540,000
19960195 Reinforcement of Electricity Network - Summerstrand
1,000,000
1,000,000
500,000
19980402 Reinforcement of Electricity Network - Malabar/ Helenvale
1,000,000
1,000,000
1,000,000
20100120 HV Network Reinforcement - Underground Cabling -
3,000,000 -
19930254 Low Voltage Reticulation Improvement
1,500,000
2,100,000
2,100,000
Programme: Radio Communication Systems (10006)
810,000
150,000
300,000
19930232 Radio & Test Equipment
810,000
150,000
300,000
Programme: Technical Control Systems (10007)
7,500,000
9,850,000
7,500,000
20070209 Substation Fibre Optic Backbone
2,500,000
3,500,000
2,000,000
19990109 Substation Security Alarm Upgrade
1,500,000
2,500,000
2,000,000
19940414 Supervisory Control Systems Upgrade
1,500,000
1,500,000
1,500,000
20170045 Distribution Substation Building Refurbishment Program
1,000,000
1,000,000
1,000,000
20060174 Control Room Upgrade
1,000,000
1,350,000
1,000,000
Programme: Data & Communication Systems (10008)
2,000,000
1,500,000
1,500,000
20030467 Computer Systems Upgrade
2,000,000
1,500,000
1,500,000
Programme: Buildings, Depots Upgrading & Additions
(10009)
500,000
4,000,000
4,000,000
20150030 North Depot Improvements
500,000
4,000,000
4,000,000
Programme: Vehicles and Plant (10010)
3,000,000
8,000,000
8,000,000
20020093 New/Replacement of Plant and Motor Vehicle
3,000,000
8,000,000
8,000,000
Programme: Cables & Distribution Kiosks (10013)
2,500,000
4,000,000
3,500,000
19980174 Distribution Kiosk Replacement
1,500,000
2,000,000
2,000,000
242
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
19970064 Cable Replacement 6.6kV
1,000,000
2,000,000
1,500,000
Programme: Transformers & Switchgear (10014)
16,186,957
28,000,000
32,000,000
20042989 MV and HV Switchgear replacement
11,686,957
25,000,000
30,000,000
19970070 Relay Replacement
3,000,000
2,500,000
1,500,000
20050189 Replace Switchgear in Mini susbs - KwaNobuhle
1,500,000
500,000
500,000
Programme: Line Refurbishment (10015)
25,500,000
69,099,000
23,500,000
20042988 Overhead Lines Refurbishement
6,000,000
7,000,000
8,000,000
20050187 HV Line Refurbishment (66 & 132kV)
10,000,000
9,000,000
10,000,000
20090039 Fairview Refurbishment
1,000,000
1,500,000
2,000,000
20150028 Refurbishment of Power Transformers
2,500,000
3,599,000 -
20182551 HV Transmission Line
5,000,000
45,000,000 -
20060217 Gas Turbine Refurbishment
1,000,000
3,000,000
3,500,000
Programme: Furniture and Equipment (10073)
2,000,000
2,000,000
2,000,000
19930234 Electricity Buildings improvements
2,000,000
2,000,000
2,000,000
Programme: Informal Housing Electrification (10012)
52,302,609
57,826,087
57,826,087
19930264 Informal Housing Electrification
22,302,609
27,826,087
27,826,087
20170022 Undeclared Informal Electrification
30,000,000
30,000,000
30,000,000
Programme: Street Lighting (10017)
18,494,041
25,000,000
29,249,000
19930283 Public Lighting
18,494,041
25,000,000
29,249,000
Total
244,173,307
340,434,787
290,007,787
Public Health (1193)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038)
4,700,000
4,700,000
4,700,000
19980266 Secure Municipal Parks Facilities
1,000,000
1,000,000
1,000,000
20100095 Upgrade Major Parks
2,000,000
2,000,000
2,000,000
20070191 Occupational Health and Welness Center at Walmer
500,000
500,000
500,000
20030658 Upgrade Infrastructure: Metro Integration
500,000
500,000
500,000
20090053 Upgrade of Uitenhage Dog Pound
700,000
700,000
700,000
Programme: Upgrade and Rehabilitation of Beaches
(10052)
3,000,000
3,000,000
3,000,000
20010064 Beachfront
2,000,000
2,000,000
2,000,000
20010059 Reinstate of Embankment - Tygerbay
1,000,000
1,000,000
1,000,000
243
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Greening and Development of Gateways
and Public Open Spaces (10053)
20,069,565
23,500,000
23,500,000
20010362 Upgrade and Development of Public Open Spaces
15,069,565
17,000,000
17,000,000
20060110 Greenhouse Upgrade - Peter Gibbs Nursery -
2,000,000
2,000,000
20030420 Develop Floodplains
1,000,000
1,000,000
1,000,000
20150039 Upgrade of Public Toilets
2,000,000
2,000,000
2,000,000
20100100 New Playground Equipment
2,000,000
1,500,000
1,500,000
Programme: Cemetery Development and Upgrading
(10054)
8,217,391
14,000,000
14,000,000
20140003 Water drainage and roads at cemeteries -
2,000,000
2,000,000
20182614 Water drainage and roads at Motherwell Cemetery
2,000,000 - -
20030421 Upgrade and Development of Cemeteries -
10,000,000
10,000,000
20120045 Fencing of Cemeteries -
2,000,000
2,000,000
20182610 Fencing of Cemeteries: - Betheldorp
6,217,391 - -
Programme: Furniture and Equipment (10073)
800,000
566,000
566,000
20000141 Computer and Office equipment
500,000
266,000
266,000
20170131 Air Pollution Monitoring Equipment
300,000
300,000
300,000
Programme: Specialised Vehicles (1011)
1,500,000
5,000,000
5,000,000
20010370 Specialised Vehicles and Plant (Parks)
1,500,000
5,000,000
5,000,000
Programme: Refuse, Tip Sites, Recycle Stations and
Equipment (10055)
13,000,000
13,000,000
13,000,000
20010391 Waste Management Containers
2,000,000
2,000,000
2,000,000
20030177 Development of Waste Disposal Facilities
4,500,000
4,500,000
4,500,000
19940138 Replacement of Refuse Compactors
3,500,000
3,500,000
3,500,000
20000106 Urban Refuse Transfer/Recycling Station
3,000,000
3,000,000
3,000,000
Total
51,286,956
63,766,000
63,766,000
Safety & Security (1195)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038)
3,364,518
8,240,000
9,860,000
20080065 Additional Satelite Offices
1,000,000
1,000,000 -
20090019 Replacement of engine bay doors
500,000
500,000 -
20100060 Fire station Motherwell- Refurbishment
614,518
2,000,000 -
20162192 Security Offices- Sidwell Fire Station
500,000 - -
20170137 Security Offices - Contract Unit -
2,000,000 -
244
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20170139 Stores/Archiving at Contract Unit -
240,000 -
20080073 South End Fire Station -
2,000,000
2,000,000
20170153 Traffic - Upgrade of UTH Pound
500,000
20162193 Security wall/fencing - Fire Training Centre
750,000 -
1,000,000
20182520 Refurbishing of Fire stations - -
1,000,000
20182523 Armoury Building alteration - -
800,000
20182524 Security:Strat Intervention unit: Upgrade of Ablution Facilities - -
60,000
20182526 Metro Police: New Offices & Metro Police Stations - -
5,000,000
Programme: Upgrading of Computer Systems and
Software Enhancement (10037) -
500,000 -
20170162 Traffic Training Centre - Learner Information Management
System -
500,000 -
Programme: Specialised Vehicles (1011)
2,860,000
2,000,000
4,000,000
20060221 Replacement of Off Road Appliances
1,000,000 -
1,000,000
20170156 Refurbishment of Fire Appliances -
2,000,000 -
20162194 Replacement of Firefighting Vehicle
1,860,000 - -
20182514 Metro Police: Specialised Vehicle - Water Cannon - -
3,000,000
Programme: Vehicles and Plant (10010)
5,940,000
3,350,000
2,500,000
20140015 Vehicles for Safety and Security (Security Only)
1,940,000 - -
20170141 Vehicles for Safety & Security (Disaster only) -
550,000
1,000,000
20170142 Vehicles for Safety & Security (Metro Police only) -
2,500,000
1,500,000
20182518 Traffic: Motherwell Thusong- Vehicles -
300,000 -
20182515 Metro Police: Trooper Carrier
4,000,000 - -
Programme: Safety and Security Equipment (10057)
9,981,134
13,010,000
8,304,000
20090062 CCTV Equipment & Infrastructure
1,000,000
3,800,000
2,000,000
20170150 PE TTC Firearms -
500,000 -
20170146 Law Enforcement Equipment -
1,500,000 -
20170147 Replacement of Motor cycle test equipment -
60,000 -
20170152 PE TTC Road Safety : Seat belt convincer -
500,000 -
20170163 In Car Camera for Law Enforcement -
500,000 -
20100059 Replacement of Radios
500,000 -
1,000,000
20170154 Replacement Rescue Pump -
2,500,000
2,000,000
20150047 Purchase of Plant and Equipment (Fire & Emergency Services) -
3,500,000
500,000
20090056 CCTV Mobile Vehicle- Enhancements - -
100,000
20182527 Traffic: Motherwell Thusong - Security and Access Control
7,481,134 - -
245
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20182528 Traffic Motherwell - Thusong ICT Equipment
1,000,000 - -
20050142 Firearms and Accessories -
150,000 -
20182534 Security: Hand-held GIS data collection device - -
174,000
20182516 Security: Aiconditioner for Mobile Surveillance Vehicle - -
30,000
20182517 Security: installation of Camera System for Mobile Surveillance Vehicle - -
1,500,000
20182535 Metro Police: Firearms and Accessories - -
1,000,000
Programme: Furniture and Equipment (10073)
2,950,000
2,000,000
4,780,000
20150051 Upgrade and replacement of Computers - -
1,000,000
20170144 Furniture - Metro Police -
2,000,000 -
20182532 Furniture Disaster Management only - -
500,000
20090017 Replacement of standby generator
450,000 - -
20182529 Traffic: Motherwell Thusong - Bulk Filers
500,000 - -
20182530 Traffic: Mothewell Thusong - Furniture & Equipment
2,000,000 - -
20182531 Upgrading of Uitenhage fail over for data centre - Equipment - -
1,500,000
20182525 Security:Strat Intervention unit: installation of Industrial Extractor Fan - -
80,000
20100056 Safety and Security control Centre Enhancement - Purchase of Equipment -
- 1,000,000
20182533 Disaster Management: Upgrade of Equipment for supply of Solar energy - -
700,000
Total
25,095,652
29,100,000
29,444,000
Corporate Services (1197)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Upgrading of Computer Systems and
Software Enhancement (10037)
26,000,000
3,685,000
3,685,000
19930187 Computer Enhancements - Corporate
8,000,000
3,685,000
3,685,000
20170145 Disaster Recovery Center - Information Security
3,500,000 - -
20182437 Purchase of servers and Other IT Related Infrastructure
8,500,000 - -
20182560 EMS - Enhancements
6,000,000 - -
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038)
16,150,000
13,400,000
20,400,000
20030221 Office accommodation (Ward Councillors)
1,650,000
2,000,000
2,000,000
20170140 Office accommodation (Ward Councillors) - Matthew Goniwe -
1,000,000
1,000,000
20043125 Upgrade of Community Halls
1,000,000
1,500,000
1,500,000
20170149 Upgrading of Nangoza Jebe Community Hall
1,000,000 - -
20170151 Upgrading of Gelvandale Community Hall
400,000 - -
246
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20050222 Office Renovation
1,800,000
2,000,000
2,000,000
20060065 Air Conditioning of Buildings
1,000,000
1,000,000
1,000,000
20060149 Lillian Diedericks Building and Rehabilitation
1,500,000
1,000,000
2,000,000
20070196 Mfanasekhaya Gqobose Building
500,000
1,500,000
1,500,000
20120076 Woolboard Conference Centre
400,000
400,000
400,000
20120078 Upgrade of Municipal Depots
1,200,000
2,000,000
2,000,000
20130067 Algoa House Upgrade
1,000,000
1,000,000
1,000,000
20182557 Feather Market Centre-upgrade - -
5,000,000
20182553 Construction of Guard House at Motherwell Traffic Centre - -
1,000,000
20182616 Acquisition of Reserve Bank Building for the NMBM
4,500,000 - -
20182613 Upgrading Switchboard Offices - Fidelity Building
200,000 - -
Total
42,150,000
17,085,000
24,085,000
Budget & Treasury (1198)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Management Systems (10024)
3,000,000 - -
20140011 System Enhancements - Various
3,000,000 - -
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038)
8,242,500
20,119,553
3,000,000
20050219 Upgrade and Furnishing Customer Care Centres
2,000,000
2,500,000
3,000,000
20182605 Construction of new offices at Supply Chain Management
4,242,500
17,619,553 -
20182612 B&T Office Renovations - ETB
2,000,000 - -
Programme: Furniture and Equipment (10073)
700,000
750,000
900,000
20120079 Replacement Handheld Devices - Meter Reading
400,000
400,000
500,000
20120080 Replacement of Vending POS Equipment
300,000
350,000
400,000
Total
11,942,500
20,869,553
3,900,000
Chief Operating Officer (1656)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Integrated City Development
10,743,478
16,050,435
16,096,522
20162353 Integrated City Development Programmes
10,743,478
16,050,435
16,096,522
Total
10,743,478
16,050,435
16,096,522
247
Special Projects and Programmes (1666)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038) - - -
20090018 Motherwell Traffic and Licensing Centre
Programme: Upgrade/New Libraries - -
20090015 Upgrading Helenvale Resource Centre - Multipurpose Centre - -
Total - - -
Motherwell Urban Renewal Programme (1474)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Buildings, Depots Upgrading & Additions
(10009) - - -
20090018 Motherwell Traffic and Licencing Centre - - -
- - -
Economic Development, Tourism & Agriculture (1196)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Buildings, Depots Upgrading & Additions
(10009)
1,500,000 - -
20182456 Informal Trading Infrastructure
1,500,000 - -
1,500,000 - -
Recreational & Cultural Services (1194)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Rehabilitation and Upgrading of Halls an d
Buildings (10038)
23,500,000
34,500,000
28,000,000
20100104 Mendi Arts and Cultural Center
6,000,000
6,000,000
6,000,000
20182617 Construction of Multi-Purpose Centre - Ward 17
2,000,000
5,000,000
5,000,000
20182618 Construction of Multi-Purpose Centre - Ward 34
2,000,000
5,000,000
5,000,000
20182619 Construction of Multi-Purpose Centre - Ward 42
2,000,000
5,000,000
5,000,000
20060113 Upgrade and Restoration of Libraries
11,500,000
13,500,000
7,000,000
Programme: Upgrading and Development of Sport and
Recreation Facilities (10058)
22,000,000
13,000,000
11,000,000
19980285 Upgrade Existing Sports Facilities
8,500,000
5,000,000
5,000,000
248
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
20010221 Springs Resort-Upgrade Infrastructure -
500,000
500,000
20030795 Upgrade Beaches -Tourism
1,500,000
1,000,000
2,500,000
20162354 Kwanobuhle Sports Complex
1,500,000 - -
20170134 Upgrade of Resorts (Beachview) -
5,000,000
2,000,000
20170135 Beach Protection Equipment
1,500,000
1,500,000
1,000,000
20170136 Gelvandale Stadium Roof Structure
9,000,000 - -
Programme: Upgrade and Development of Swimming
Pools (10059)
3,000,000
3,000,000
4,000,000
20000160 Rehabilitate and Upgarding of Swimming Pool Structures
3,000,000
3,000,000
4,000,000
Total
48,500,000
50,500,000
43,000,000
NMBM Multi-purpose Stadium (1695)
2018/19 Capital Budget
2019/20 Capital Budget
2020/21 Capital Budget
Programme: Improvements to Minor Roads (10022)
13,000,000
5,000,000
5,000,000
20182558 NMBM Multi-Purpose Stadium - Upgrades
13,000,000
5,000,000
5,000,000
Total
13,000,000
5,000,000
5,000,000
Total
1,687,857,305
1,941,111,869
1,915,905,526
249
7.2 FINANCIAL SUSTAINABILITY AND VIABILITY
7.2.1 INTRODUCTION
The institution must ensure that it becomes financially sustainable in order to deliver
on its objectives in terms of the IDP. The Budget and Treasury Directorate operates
within the parameters determined by the Municipal Financial Management Act
(MFMA) (56 of 2003), together with the applicable Regulations, and it is the
responsibility of this Directorate to ensure compliance across the institution. The
Directorate provides financial related services and support to all Council structures
and other municipal directorates and strives to ensure a well-run city.
Over the last number of years, the Municipality has experienced a significant
decrease in its collection rate, which in turn has led to a marked increase in the
outstanding debt owed to the institution. As a direct result of the aforesaid, the
institution has over recent years been unable to maintain cost coverage of three
months, as required by National Treasury. During the 2016/17 financial year, the
institution has seen a marked improvement in the collection rate as Council enforced
strict adherence to the NMB Credit Control Policy and launched a vigorous debt
collection campaign.
The Municipality has now stabilised its finances and significantly improved its cash
holdings. The Budget and Treasury team will continue to strive to improve the
financial position of the institution by focusing on five core principles: Collection of all
outstanding debt from those that can afford to pay for their municipal services.
Optimising operational efficiency within the institution in order to maximise service
delivery spending. Reforming Supply Chain processes within the institution in order
to ensure that said processes do not only become far more transparent, but also far
less cumbersome than in the past. Measures will also be put in place to ensure that
Council receives value for money through all of its tenders.
250
Refining the Assistance to the Poor (ATTP) Policy in terms of which indigent families
qualify for a free basket of municipal services, so as to ensure that the application
process is as uncomplicated and efficient as possible.
Free Basic Services (FBS) - Indigent
The Municipality has an approved Indigent Policy referred to as the Assistance to the
Poor (ATTP) Policy, which is reviewed on an annual basis. This Policy does not
provide for a committee system which considers and approves Indigent applications,
as the qualifying criteria, as stipulated in the policy, is contained in the on-line
Indigent System where applications are captured and assessed after a site visit is
completed and authorised. The Indigent Section has a dedicated team of 39 staff
members who assist with the completion of application forms and attend to the on-
site verification of households who apply for subsidy.
The schedules below indicate the cost of FBS for the past two (2) financial years.
251
NELSON MANDELA BAY MUNICIPALITY - 2016/2017
Month
ATTP
Accounts
WATER SEWERAGE ELECTRICITY REFUSE RATES R/C
Total Value Total Value Total Value Total Value Total Value Total Value
Jul-16 112,288 10,525,367 12,745,851 3,807,748 9,877,845 8,580,867 45,537,679
August 112,613 10,471,785 13,382,200 3,826,532 9,888,676 8,932,037 46,501,229
September 112,923 13,129,261 16,361,341 3,863,655 11,794,927 12,343,413 57,492,597
October 114,080 11,018,670 13,613,964 3,979,846 9,972,645 8,591,830 47,176,955
November 115,480 11,273,937 13,766,687 4,044,566 10,046,917 8,706,080 47,838,187
December 115,934 10,888,149 13,796,780 4,060,672 10,108,509 8,769,776 47,623,885
Jan-16 115,952 12,238,173 14,204,672 4,029,277 10,108,296 8,747,471 49,327,889
February 116,192 12,191,675 14,192,323 4,046,580 10,114,156 8,716,523 49,261,257
March 115,656 11,115,318 13,827,362 4,065,197 10,914,123 8,684,584 48,606,585
April 115,339 11,553,057 13,860,353 4,060,259 10,036,474 8,628,359 48,138,502
May 115,339 11,703,500 13,893,120 4,084,400 9,972,432 8,540,569 48,194,021
June 112,419 11,398,898 13,571,225 4,038,318 9,718,499 8,338,750 47,065,690
TOTAL 137,507,790 167,215,878 47,907,050 122,553,500 107,580,259 582,764,477
252
NELSON MANDELA BAY MUNICIPALITY - 2015/2016
Month
Total ATTP
Accounts
WATER SEWERAGE ELECTRICITY REFUSE RATES R/C
Total Value Total Value Total Value Total Value Total Value Total Value
Jul-15 86,508 7,515,223 6,775,297 3,377,689 6,591,099 6,635,748 30,895,056
August 86,040 7,911,487 7,339,179 3,335,449 6,555,986 6,867,271 32,009,372
September 85,884 7,854,641 7,346,960 3,337,441 6,545,232 8,172,117 33,256,391
October 85,913 7,702,264 7,306,723 3,301,347 6,552,272 6,544,689 31,407,295
November 86,181 8,314,929 7,402,913 3,305,778 6,575,541 6,593,051 32,192,212
December 86,931 8,216,676 7,426,377 3,269,021 6,626,479 6,651,756 32,190,309
Jan-16 87,123 8,779,001 7,676,523 3,296,278 6,643,882 6,664,802 33,060,486
February 87,350 8,517,342 7,572,185 3,293,172 6,664,316 6,675,782 32,722,797
March 87,471 9,073,564 7,654,201 3,332,940 6,674,680 6,667,857 33,403,241
April 88,167 8,842,783 7,648,061 3,358,487 6,704,402 6,667,853 33,221,586
May 88,252 7,956,903 7,569,266 3,387,750 6,733,733 6,662,662 32,310,313
June 88,776 7,539,287 7,548,936 3,399,793 6,766,975 6,630,797 31,885,787
TOTAL 98,224,100 89,266,621 39,995,145 79,634,596 81,434,384 388,554,845
Streamlining the billing system to ensure that accurate accounts are rendered on time on a monthly basis
253
7.2.2 Delivery Approach
In terms of the Municipal Systems Act of 2000, Financial Sustainability is defined as
follows:
“in relation to the provision of a municipal service, means the provision of a municipal
service in a manner aimed at ensuring that the financing of that service from internal
and external resource, including budgeted income, grants and subsidies for that
service, is sufficient to cover the costs of:
The initial capital expenditure required for the service;
• Operating the service; and
• Maintaining, repairing and replacing the physical assets used in the provision
of the service”.
The Municipality experienced a serious cash-flow crisis during the 2010/11 financial
year. The recovery at the time was guided by a comprehensive Financial Recovery
Plan, aimed at placing the institution in a sound and sustainable financial position,
thereby ensuring its ability to meet its obligations.
Proper, adequate and regular financial management oversight is therefore crucial to
ensure this ongoing financial sustainability. This can be achieved through the
effective implementation of financial policies and procedures, not only within the
Directorate itself, but throughout the institution.
254
In addition to the above, the Budget and Treasury Directorate must:
• address the weaknesses identified in the SWOT analysis;
• give attention to the opportunities that have been documented;
• build on the strengths of the Directorate; and
• develop strategies to mitigate the risks identified, where possible.
In dealing with the above, priority and emphasis must be given to the following:
• Increased debt collection and credit control measures;
• revenue optimisation;
• operational efficiency and cost containment measures;
• proper procurement planning by all directorates; and
• ensuring value for money during the procurement process;
• proper tariff modelling;
• ensuring a cost coverage ratio of three months;
• the development of a Long-term Financial Plan.
In addition, the NMBM is in the process of developing a policy governing the Long-
term Financial Plan of the Municipality. This will serve as a guiding document for the
institution and contribute towards the establishment of a well-run and forward-
thinking city.
7.2.3 Long-Term Financial Sustainability Plan (LTFS P)
Long-term financial planning forms a key element of the Integrated Development
Plan (IDP), which enables local government to set priorities, aligned to achieving the
strategic objectives of Council. The Long-term Financial Sustainability Plan (LTFSP)
must be constructed over a minimum period of 10 years and will be instrumental in
indicating the financial sustainability of the Nelson Mandela’s Bay Municipality over
the short, medium and long term.
255
The LTFSP is underpinned by a number of financial strategies, assumptions and
performance indicators, which will enable Council to make informed decisions to
ensure financial sustainability, while at the same time meeting the increasing service
delivery demands of local communities with the limited available resources.
Council has a legislative requirement to comply with the principles of sound financial
management, as detailed in the Municipal Finance Management Act No. 56 of 2003
(MFMA). National Treasury has played a pivotal role in the introduction of financial
management reforms across government since 1994, and local government since
1996. National Treasury’s primary objective was to secure the sound and
sustainable management of the financial affairs of government (national, provincial
and local) and to lead such reforms through policies, guidelines, regulatory
interventions, circulars, training etc., as well as provide hands-on support to
municipalities.
The MFMA further aims to modernise budget, accounting and financial management
practices by placing local government finances on a sustainable footing in order to
maximise the capacity of municipalities to deliver services across communities. It
also aims to put in place a sound financial framework by clarifying and separating the
roles and responsibilities of the Council, Mayor and officials.
The NMBM is committed to work with National Treasury, as a pilot project, to
develop a long-term financial planning model as a basis for its Long-term Financial
Strategy / Plan. Extensive work has been done on the model, which is currently
being amended to comply with the SCOA accounting reforms.
A key component of sound financial management is the preparation of longer-term
financial strategies, plans and budgets. When preparing an LTFSP, a municipality
must take the following into consideration:
256
• Capital and Operating Budgets
• Master plans and Backlog reports – Asset Management
• Consumption levels / units
• Losses and unaccounted for units
• Revenue streams
• Financial or other risks that may impact on financial sustainability
• Staffing levels
A policy governing the Long-term Financial Management Plan has been developed
and is in the process of being submitted to Council. The Policy assists the institution
in dealing with long-term financial management matters, even though not exhaustive
or comprehensive, and also takes into account all other regulatory requirements.
Key Objectives of the Long-term Financial Sustainability Plan (LTFSP)
The key objectives of the LTFSP are to ensure the financial sustainability of the
NMBM and therefore:
• The ability of the Municipality to meet its current and future service delivery
obligations and financial requirements, and
• The ability of the Municipality to retain sufficient financial capacity to be able
to manage and absorb future financial risks without external assistance or
having to significantly adjust revenue or expenditure.
• This implies that the Municipality must maintain a strong cash position, whilst
simultaneously developing its capacity to expand and meet the increasing
needs of the communities. Key Performance Indicators (KPIs) that have been
identified, will assist in ensuring that:
• the NMBM maintains a strong cash position;
• service delivery is maintained;
• there is adequate capital spending – new and renewal;
• there is adequate spending on repairs and maintenance;
• the working capital levels are sufficient;
• the debt levels are minimised (reduced) and affordable;
• revenue streams are expanded and maximised.
257
7.2.4 Financial Plan
Section 26 (h) of the Local Government: Municipal Systems Act, as amended,
stipulates that a financial plan must be prepared as part of the Municipality’s
Integrated Development Plan.
Over recent years, financial sustainability in local government has become
increasingly difficult to maintain, as the demand for services expands beyond the
available revenue streams. Municipalities need to be proactive in minimising costs
and maximising operational efficiencies in order to meet these demands. In July
2010, the NMBM was faced with serious cash and sustainability challenges as a
result of the absence of robust long-term financial planning.
The Five-year Financial Plan includes an Operating Budget and Capital Budget, both
informed by IDP priorities. It takes into account the Key Performance Areas reflected
in the IDP. All programmes contained in the Budget are reflected in the IDP. The
review of the Municipality’s IDP therefore has a ripple effect on the Budget.
In addition to being informed by the IDP, the municipal fiscal environment is
influenced by a variety of macro-economic measures. National Treasury determines
the ceiling of year-on-year increases in the total Operating Budget, whilst the
National Energy Regulator of SA (NERSA) regulates electricity tariff increases.
Various government departments also affect municipal service delivery through the
level of grants and subsidies.
258
7.2.4.1 Budget assumptions
The multi-year Budget is underpinned by the following assumptions:
a) Financial targets for the period 2018/19 to 2022/23
2017/18
(Baseline) 2018/19 2019/20 2020/21 2021/2022
2022/2023
Income % % % % % %
Water tariff increase 9.00 8.5 9.5 9.5 8 8
Sanitation tariff increase 9.00 8.5 9.5 9.5 8 8
Refuse tariff increase 9.00 7.5 9.5 9 9 9
Property rates increase 4.40 (Average) 7 7 7 7 7
Electricity tariff increase 1.88 (Average) 5.43 6.84 6.84 6.84 6.84
Revenue collection rates 94.00 95.0 95.5 95.5 95.5 95.5
Expenditure
Total expenditure increase allowed (excluding repairs and maintenance)
6.00 6 6 6 6 6
Salary increase (Subject to the three year agreement)
8.00 8.3 8.5 8.9 9.1 9.1
Increase in repairs and maintenance (i.e. Inventory Consumed)
8.00 22 11.5 11.5 12.5 13.5
Increase in bulk purchase of power costs (subject to determination by NERSA)
0.32 7.42 7.42 7.42 7.42 7.42
Increase in bulk purchase of water costs
12.00 9.0 9.0 9.0 7.5 7.5
259
b) Statement of Financial Performance for the period 2018/19 to 2022/23
Description 2017/18 2018/19 Medium Term Revenue & Expenditure Framework
R thousand Adjustment
Budget Budget Year
2018/19 Budget Year
2019/20 Budget Year
2020/21 Budget Year
2021/22 Budget Year
2022/23
Revenue By Source
Property rates 1 940 747 2 177 931 2 331 117 2 495 777 2 670 481 2 857 415
Service charges - electricity revenue 3 723 756 3 964 692 4 222 300 4 496 744 4 804,321 5 132,937
Service charges - water revenue 1 003 890 749 930 820 754 898 725 970 623 1 048 273
Service charges - sanitation revenue 504 406 459 930 503 624 551 468 595,585 643,232
Service charges - refuse revenue 186 898 294 667 322 599 353 180 384 966 419 613
Service charges - other 200 200 200 200 200
Rental of facilities and equipment 30 252 37 118 39 566 42 662 46 719 50 924
Interest earned - external investments 122 031 106 592 112 897 119 652 128 028 136 990
Interest earned - outstanding debtors 178 362 221 488 239 542 259 014 279 736 302 114
Fines, penalties and forfeits 256 306 303 735 333 884 363 757 396 495 432 180
Licences and permits 26 442 28 034 29 723 31 662 33 562 35 575
Agency services 2 728 2 892 3 066 3 250 3 575 3 932
Transfers and subsidies 1 499 041 1 814 474 1 917 867 2 064 853 2 209 393 2 364 050
Other revenue 176 984 202 086 219 568 236 963 260 659 286 725
Total Revenue (excluding capital transfers and contributions) 9 651 844 10 363,386 11 096 207 11 937 206 12 784 343 13 714 160
Expenditure By Type
Employee related costs 2 907 890 3 272 708 3 574 706 3 916 725 4 273 147 4 662 003
Remuneration of councillors 71 438 73 451 79 013 86 439 92 058 98 042
Debt impairment 637 894 541 605 541 019 579 734 620 576 665 064
Depreciation & asset impairment 809 578 817 712 867 561 936 966 1 011 923
Finance charges 148 451 142 392 174 724 198 529 196 984 181 023
Bulk purchases 3 029 503 3 181 932 3 419 421 3 526 287 3 787 937 4 069 002
Other materials 276 476 191 819 203 470 215 335 242 252 274 956
Contracted services 1 025 724 1 369 473 1 457 316 1 550 210 1 643 223 1 741 816
Transfers and subsidies 89 832 89 038 79 574 83 064 88 048 93 331
Other expenditure 689 082 694 958 707 984 745 748 790 493 837 922
Total Expenditure 9 676 868 10 375 088 11 079 494 11 769 632 12 671 684 13 635 082
Surplus/(Deficit) (25 024) (11,702) 16 713 167 573 112 659 79 078
260
Description 2017/18 2018/19 Medium Term Revenue & Expenditure Framework
R thousand Adjustment
Budget Budget Year
2018/19 Budget Year
2019/20 Budget Year
2020/21 Budget Year
2021/22 Budget Year
2022/23
Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) 1 042 340 997 534 1 033 573 1 073 513 1 144 810 1 180 327
Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporatons, Higher Educational Institutions) 0 139 982 170 525 198 873
Surplus/(Deficit) after capital transfers & contributions 1 017 316 1 125 813 1 220 810 1 439 959 55 000 60 000
Taxation
Surplus/(Deficit) after taxation 1 017 316 1 125 813 1 220 810 1 439 959 1 312 469 1 319 405
261
7.2.4.2 Statutory requirements specific to Capital Budget
The vehicle through which the needs of the Municipality are identified and its
priorities are set, is the Integrated Development Plan. The Capital Budget must be
allocated to cover the higher priority projects in the IDP.
The Municipal Finance Management Act (Act No. 56, 2003) states that:
“19.1 A Municipality may spend money on a capital project only if-: -
the money for the project, excluding the cost of feasibility studies conducted
by or on behalf of the Municipality, has been appropriated in the capital
budget;
the project, including the total cost, has been approved by the council;
the sources of funding have been considered, are available and have not
been committed for other purposes.
19.2 Before approving a capital project in terms of Section 19 (1) (b), the council of
a municipality must consider-
the project cost covering all financial years until the project is operational; and
the future operational costs and revenue on the project, including municipal tax
and tariff implications.”
Furthermore, the Financial Standing Orders state that:
“1.5 Every Manager shall, in respect of the activities of the Business Unit, in
consultation with the Business Unit Manager: Budget and Treasury, prepare: -
a draft Capital Budget in respect of the ensuing financial year and a draft
Capital Programme for the following two financial years, based on the following
principles:
• Year Two of the current Capital Programme shall become the new
Capital Budget and Year Three of the current Capital Programme
shall become Year Two in the new Capital Programme and New
projects shall enter the Programme in Year Three.”
262
a) 2018/19 to 2022/23 Capital Budget by Directorate
Description 2018/19 Medium Term Revenue & Expenditu re Framework
R thousand Budget Year 2018/19
Budget Year 2019/20
Budget Year 2020/21
Budget Year 2021/22
Budget Year 2022/23
Capital expenditure - Vote
Multi-year expenditure to be appropriated
Vote 1 - Budget and Treasury 9,243 20,120 3,000 3,090 3,183
Vote 2 - Public Health 41,487 51,200 51,200 59,740 61,532
Vote 3 - Human Settlements 183,457 203,475 228,008 234,848 241,894
Vote 4 - Economic Development,
Tourism and Agriculture 52,222 33,751 35,776 39,092 41,437
Vote 5 - Corporate Services 28,950 17,085 24,085 24,808 25,552
Vote 6 - Rate and General Engineers 448,954 488,361 491,088 508,911 524,178
Vote 7 - Water Services 263,100 327,470 338,010 350,200 360,706
Vote 8 - Sanitation Services 278,854 354,500 358,500 369,255 380,333
Vote 9 - Electricity and Energy 236,443 330,285 279,708 288,099 296,742
Vote 10 - Executive and Council 10,743 16,050 16,097 16,579 17,077
Vote 11 - Safety and Security 4,865 25,150 11,500 11,845 12,200
Vote 12 - Nelson Mandela Bay Stadium 13,000 5,000 5,000 5,150 5,305
Vote 13 - Strategic Programmes – – – – –
263
Description 2018/19 Medium Term Revenue & Expenditu re Framework
R thousand Budget Year 2018/19
Budget Year 2019/20
Budget Year 2020/21
Budget Year 2021/22
Budget Year 2022/23
Directorate
Vote 14 - Recreational and Cultural
Services 38,000 49,000 42,000 28,840 29,705
Capital multi-year expenditure sub-total 1,609,318 1,921,446 1,883,971 1,940,457 1,999,843
Single-year expenditure to be appropriated
Vote 1 - Budget and Treasury 2,700 750 900 927 955
Vote 2 - Public Health 9,800 12,566 12,566 7,999 8,239
Vote 3 - Human Settlements 45,000 – – – –
Vote 4 - Economic Development,
Tourism and Agriculture 1,500 – – – –
Vote 5 - Corporate Services 13,200 0 – – –
Vote 6 - Rate and General Engineers 16,100 18,500 18,500 26,121 26,904
Vote 7 - Water Services 2,000 3,000 3,500 3,605 3,713
Vote 8 - Sanitation Services 2,000 3,000 3,000 3,090 3,183
Vote 9 - Electricity and Energy 7,730 10,150 10,300 10,609 10,927
Vote 10 - Executive and Council – – – – –
Vote 11 - Safety and Security 20,231 3,950 17,944 18,482 19,037
264
Description 2018/19 Medium Term Revenue & Expenditu re Framework
R thousand Budget Year 2018/19
Budget Year 2019/20
Budget Year 2020/21
Budget Year 2021/22
Budget Year 2022/23
Vote 12 - Nelson Mandela Bay Stadium – – – – –
Vote 13 - Strategic Programmes
Directorate 0 – – – –
Vote 14 - Recreational and Cultural
Services 10,500 1,500 1,000 – –
Capital single-year expenditure sub-total 130,761 53,416 67,710 70,833 72,958
Total Capital Expenditure - Vote 1,740,079 1,974,862 1,951,681 2,011,290 2,072,801
Capital Expenditure - Functional
Governance and administration 93,774 89,311 83,495 93,995 93,995
Executive and Council 0 0 0 16,579 17,077
Finance and administration 93,774 89,311 83,495 28,825 29,689
Internal audit – – – – –
Community and public safety 156,801 117,800 110,700 299,680 308,671
Community and social services 51,095 50,500 50,200 13,390 13,792
Sport and recreation 43,667 45,500 42,500 20,600 21,218
Public safety 25,500 21,000 17,200 30,327 31,237
Housing 45,000 0 0 234,848 241,894
265
Description 2018/19 Medium Term Revenue & Expenditu re Framework
R thousand Budget Year 2018/19
Budget Year 2019/20
Budget Year 2020/21
Budget Year 2021/22
Budget Year 2022/23
Health 800 800 800 515 530
Economic and environmental services 562,343 585,383 601,601 625,898 645,847
Planning and development 53,722 33,751 35,776 39,092 41,437
Road transport 506,621 549,633 563,826 535,032 551,083
Environmental protection 2,000 2,000 2,000 51,774 53,327
Trading services 927,161 1,182,369 1,155,885 1,040,308 1,071,517
Energy sources 236,673 330,995 274,508 298,708 307,669
Water management 290,515 359,818 376,602 353,805 364,419
Waste water management 386,973 478,555 491,775 372,345 383,515
Waste management 13,000 13,000 13,000 15,450 15,914
Other – – – – –
Total Capital Expenditure - Functional 1,740,079 1,974,862 1,951,681 2,011,290 2,072,801
Funded by:
National Government 977,575 1,033,573 1,073,513 1,105,718 1,138,890
Provincial Government – – – – –
District Municipality – – – – –
Other transfers and grants 159,940 170,525 198,873 105,000 110,000
266
Description 2018/19 Medium Term Revenue & Expenditu re Framework
R thousand Budget Year 2018/19
Budget Year 2019/20
Budget Year 2020/21
Budget Year 2021/22
Budget Year 2022/23
Transfers recognised - capital 1,137,515 1,204,098 1,272,386 1,210,718 1,248,890
Public contributions & donations 0 0 0 0 0
Borrowing 148,290 286,370 235,943 80,000
Internally generated funds 454,274 484,395 443,353 720,572 823,911
Total Capital Funding 1,740,079 1,974,862 1,951,681 2,011,290 2,072,801
267
b) Funding of Capital Expenditure
The following table indicates the various funding sources from which capital expenditure was made:
Sources of
funding
2018/19 % 2019/20 % 2020/21 % 2021/22 % 2022/23 %
Government
Grants
977,575 56.18 1,033,573 52.34 1,073,513 55.00 1,105,718 54.98 1,138,890 54.94
Other grants 159,940 9.19 170,525 8.63 198,873 10.19 105,000 5.22 110,000 5.31
Borrowing 148,290 8.52 286,370 14.50 235,943 12.09 80,000 3.98 0 0.00
Internal Funds 454,274 26.11 484,395 24.53 443,353 22.72 720,572 35.83 823,911 39.75
Total Capital
Funding
1,740,079 100 1,974,862 100 1,951,681 100 2,011,290 100 2,072,801 100
c) Repairs and Maintenance
Considering the backlog in infrastructure maintenance, it is evident that this ratio
should at least be at 10% level. At this stage, however, the NMBM’s cash position is
unable to support a level in excess of 10%. Alternative strategies and/or funding
mechanisms must be developed to address the eradication of infrastructure
maintenance backlogs. It is, however, important to note that Repairs and
Maintenance is not a category in the Statement of Financial Performance. In terms of
the municipal Standard Chart of Accounts (mSCOA), Repairs and Maintenance is
reported at the project level that effectively consolidates expenditure incurred in the
Other Expenses, Other Materials, Employee Related Costs and Contracted Services
categories relating to repairs and maintenance projects.
7.2.4.3 Budgeted Financial Position
The budgeted financial position of the Municipality, taking into account its capital and
operating income and expenditure, is as follows:
268
Description
2018/19 Medium Term Revenue & Expenditure
Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2018/19
Budget Year
2019/20
Budget
Year
2020/21
Budget
Year
2021/22
Budget
Year
2022/23
ASSETS
Current assets
Cash 201,000 201,000 201,000 201,000 201,000
Call investment deposits 2,165,608 2,561,772 3,087,941 3,602,951 4,008,642
Consumer debtors 1,475,210 1,616,948 1,728,399 1,849,387 1,978,844
Other debtors 480,635 499,860 519,854 540,000 560,000
Current portion of long-term receivables 0 0 0 0 0
Inventory 205,782 214,013 222,574 231,477 240,736
Total current assets 4,528,235 5,093,594 5,759,768 6,424,815 6,989,222
Non-current assets
Long-term receivables 67,262 70,289 73,452 73,452 73,452
Investments 0 0
Investment property 197,280 197,280 197,280 197,280 197,280
Investment in associated
property, plant and equipment 16,828,351 17,963,957 19,062,225 20,138,572 21,199,450
Agricultural
Biological
Intangible 61,137 42,626 23,012 12,853 12,853
Other non-current assets
Total non-current assets 17,154,030 18,274,154 19,355,969 20,422,157 21,483,035
TOTAL ASSETS 21,682,265 23,367,748 25,115,738 26,846,972 28,472,257
LIABILITIES
Current liabilities
Bank overdraft 0 0
Borrowing 93,170 111,469 131,691 147,395 167,390
Consumer deposits 139,221 147,574 156,428 167,378 179,094
Trade and other payables 2,157,729 2,274,641 2,419,085 2,572,697 2,736,063
269
Description
2018/19 Medium Term Revenue & Expenditure
Framework
Long Term Revenue &
Expenditure Framework
R thousand
Budget Year
2018/19
Budget Year
2019/20
Budget
Year
2020/21
Budget
Year
2021/22
Budget
Year
2022/23
Provisions 256,450 272,566 288,858 306,189 324,561
Total current liabilities 2,646,570 2,806,250 2,996,063 3,193,659 3,407,108
Non-current liabilities
Borrowing 1,203,438 1,371,492 1,470,103 1,322,709 1,231,237
Provisions 2,518,343 2,679,276 2,839,181 3,009,532 3,190,104
Total non-current liabilities 3,721,780 4,050,768 4,309,285 4,332,241 4,421,341
TOTAL LIABILITIES 6,368,350 6,857,017 7,305,348 7,525,900 7,828,449
NET ASSETS 15,313,915 16,510,730 17,810,390 19,321,072 20,643,808
COMMUNITY WEALTH/EQUITY
Accumulated Surplus/(Deficit) 14,701,631 15,828,899 17,057,103 18,500,001 19,751,443
Reserves 612,284 681,831 753,287 821,071 892,365
Minority interests
TOTAL COMMUNITY WEALTH/EQUITY 15,313,915 16,510,730 17,810,390 19,321,072 20,643,808
7.2.4.5 Investment Income
Interest earned on investments will amount to approximately R106.59 million in
2018/19 and is therefore an important source of funding for the Municipality.
Section 2 refers to the Investment Policy, which ensures that the Municipality
receives an optimum return on its investments, at minimal risk.
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7.2.4.6 Cash Flow Statement
Description 2018/19 Medium Term Revenue & Expenditure Framework Long Term Revenue & Expenditure Framework
R thousand Budget Year 2018/19
Budget Year
2019/20
Budget Year
2020/21
Budget Year
2021/22
Budget Year
2022/23
CASH FLOW FROM OPERATING ACTIVITIES
Receipts
Property rates, penalties & collection charges 2,069,035 2,226,313 2,383,467 2,627,262 2,728,831
Service charges 5,195,393 5,605,159 6,016,611 6,451,498 6,927,216
Other revenue 310,241 337,563 365,592 400,394 421,520
Government - operating 1,755,820 1,871,356 2,060,698 2,209,393 2,364,050
Government - capital 1,546,170 1,629,685 1,687,940 1,806,096 1,932,522
Interest 106,592 112,297 118,952 128,028 136,990
Payments
Suppliers and employees (8,729,826) (9,398,923) (9,994,306) (10,773,123) (11,628,049)
Finance charges (142,392) (174,724) (198,529) (196,984) (181,023)
271
Description 2018/19 Medium Term Revenue & Expenditure Framework Long Term Revenue & Expenditure Framework
R thousand Budget Year 2018/19
Budget Year
2019/20
Budget Year
2020/21
Budget Year
2021/22
Budget Year
2022/23
Transfers and Grants (87,446) (80,551) (82,111) (97,967) (92,803)
NET CASH FROM/(USED) OPERATING ACTIVITIES 2,023,586 2,128,174 2,357,814 2,554,597 2,609,254
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of property, plant and equipment
Decrease (Increase) in non-current debtors
Decrease (increase) other non-current receivables (3,203) (3,027) (3,163) (2,000) (2,000)
Decrease (increase) in non-current investments – – –
Payments
Capital assets (1,728,084) (1,923,690) (1,956,170) (1,991,983) (2,060,499)
NET CASH FROM/(USED) INVESTING ACTIVITIES (1,731,287) (1,926,717) (1,959,333) (1,993,983) (2,062,499)
272
Description 2018/19 Medium Term Revenue & Expenditure Framework Long Term Revenue & Expenditure Framework
R thousand Budget Year 2018/19
Budget Year
2019/20
Budget Year
2020/21
Budget Year
2021/22
Budget Year
2022/23
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Short-term loans
Borrowing long term/refinancing 148,290 286,370 235,943 80,000 0
Increase in consumer deposits 7,880 8,353 8,854 8,000 8,500
Payments
Repayment of borrowing (83,306) (100,016) (117,110) (133,604) (149,564)
NET CASH FROM/(USED) FINANCING ACTIVITIES 72,864 194,707 127,687 (45,604) (141,064)
NET INCREASE/ (DECREASE) IN CASH HELD 365,163 396,164 526,169 515,010 405,691
Cash/Cash equivalents at the year begin: 2,001,445 2,366 608 2,762,772 3,288,941 3,803,951
Cash/Cash equivalents at the year-end: 2,366,608 2,762,772 3,288,941 3,803,951 4,209,642
273
7.2.5 Key Performance Indicators
The following financial indicators identify medium-term projections against past
performance.
These indicators and others will be monitored throughout the financial years covered
by the Budget.
Financial Indicators Basis of Calculation 2018/19 2019/20 2020/21 2021/22 2022/23
Borrowing Management
Borrowing to Asset Ratio
Total Long-Term Borrowing/Total Assets
5.55% 5.87% 5.85% 4.93% 4.32%
Capital Charges to Operating Expenditure
Interest and Principal Paid/Operating Expenditure
2.18% 2.48% 2.68% 2.61% 2.42%
Safety of Capital
Debt to Equity Loans, Accounts Payable &
Tax Provision/Funds & Reserves
22.56% 22.76% 22.58% 20.92% 20.03%
Gearing Funds & Reserves/Long-Term
Borrowing 7.86% 8.31% 8.25% 6.85% 5.96%
Liquidity
Current Ratio Current Assets/Current
Liabilities 1.71 1.82 1.92 2.01
2.05
Revenue Management
Outstanding Debtors to Revenue
Total Outstanding Debtors/Annual Revenue
19.52% 19.71% 19.44% 19.26% 19.05%
274
7.2.6 Credit Rating
A credit rating is an evaluation of the credit risk of a prospective debtor, predicting its
ability to pay back the debt, and an implicit forecast of the likelihood of the debtor
defaulting.
On 28 March 2018, Moody’s Investors Services confirmed the long-term global scale
ratings of ten (10) South African regional and local governments with stable outlooks.
In addition to the long term global scale rating of Baa3 with stable outlook assigned
to the Nelson Mandela Bay Metropolitan Municipality, Moody’s Investors Services
also upgraded the national scale rating to Aaa.za from the previous rating of Aa1.za
due to the persistently low debt levels and strong liquidity profile. This was done
taking into cognisance the intention of the NMBM to borrow R750 million over the
next three (3) years.
7.2.7 Policies / By-Laws
The Directorate is reliant on the following policies and by-laws to assist it in
achieving the respective IDP priorities:
• Financial Management Policy
• Revenue Enhancement Master Plan
• Assistance to the Poor Policy
• Cash Management and Investment Policy
• Tariffs Policy
• Creditors Payment Policy
• Asset Management and Disposal Policy (the Municipality has a Generally
Recognized Accounting Practices (GRAP) compliant asset register)
• Supply Chain Management Policy
• Rates Policy
• Long-term Funding Policy
• Funding and Reserves Policy
• Customer Care and Revenue Management By-laws
275
• Unauthorized, Irregular, Fruitless and Wasteful (UIF+W) Expenditure Policy
• Credit Control Policy
The Budget related policies are updated on an annual basis.
7.2.8 Property Valuation Rolls
The rating of property is implemented impartially, fairly, equitable and without bias,
and these principles also apply to the setting of criteria for exemptions, reductions
and rebates, contemplated in Section 15 of the Municipal Property Rating Act.
The rating of property will be implemented in a way that:
• is developmental oriented;
• supports sustainable local government by providing a stable and buoyant
revenue source within the discretionary control of the Municipality;
• supports local and socio-economic development;
• promotes simplicity, uniformity, certainty in the property rates assessment
process;
• gives due consideration to the need for a simple and practical process of
billing and collection of property rates;
• promotes sustainable land management, especially that which reduces the
risk from natural disasters; and
• achieves national and local environmental management objectives.
The NMBM has an updated Valuation Roll, which has been implemented. One
supplementary valuation is completed per financial year.
The NMBM has further implemented a General Valuation (GV) on 1 July 2017. The
relevant notice indicating that the valuation roll is open for public inspection and the
valuation roll is published on the municipal website in terms of section 49 of the
Municipal Property Rates Act, 2004. The next General Valuation will be implemented
on 1 July 2021, based on property valuations as at 1 July 2020. Ensuring that the
276
Valuation Roll is updated on a regular basis will achieve a sustainable rates base, in
order to generate income to provide quality services in a Well Run City.
7.2.9 Financial Reporting
The NMBM received a qualified audit report for the 2016/17 financial year. The
qualification was based on following:
The lack of adequate systems in place to identify and disclose all irregular
expenditure incurred during the year, as required by Section 125(2)(d)(i) of the
MFMA.
Sufficient appropriate evidence could not be obtained for the retention of creditors
The municipality did not assess whether there were any indications that its
expectations about the useful lives of PPE had changed, as required by SA Standard
of GRAP 17.
An audit action plan is being developed to address the issues raised by the Auditor-
General, as with all previous audit reports. These action plans are monitored by the
Internal Audit Division.
In order to improve the audit outcomes of the 2016/17 financial year, a financial
statements (2017/18 financial year) was submitted to all directorates during May
2018. The 2016/17 Annual Financial Statements were presented to the Auditor-
General on 31 August 2017, and the consolidated annual financial statements were
presented to the Auditor-General on 30 September 2017.
The municipality compiles and submits all the required legislated financial reports,
which includes, inter-alia, those reports required in terms of Sections 71, 52 (d) 72
and 121 of the MFMA.
277
7.2.10 Implementation of SCOA Regulations
The objective of the Standard Chart of Accounts (SCOA) Regulations is to provide
for a national standard for the uniform recording and classification of municipal
budget and financial information at a transactional level, by prescribing a standard
chart of accounts for municipalities that:
• is aligned to the budget formats and accounting standards prescribed for
municipalities; and
• enables uniform information sets to be recorded in terms of national norms
and standards across the whole of government, for the purpose of national
policy coordination and reporting, benchmarking and performance
measurement in the local government sphere.
The NMBM’s implementation of the SCOA Regulations on 01 July 2017 will align
itself to the Well Run City Pillar, upon its compliance to the SCOA assessment check
that will be undertaken by National Treasury.
In addition, National Treasury aims to improve the credibility and reliability of
financial data, as well as general business processes and applications.
On 20 June 2014, Council considered an item dealing with the Municipal Regulations
for the SCOA and resolved, inter alia:
That Council adopts the Municipal Regulations on the Standard Chart of Accounts,
as gazetted for implementation, effective 1 July 2017.
That the City Manager drafts an Implementation Plan to ensure the implementation
of the SCOA, effective 1 July 2017.
On 13 November 2014, the SCOA Implementation Plan was adopted by Council and
submitted to National Treasury on 14 November 2014.
278
The implementation of the SCOA will result in significant changes in the
Municipality’s business processes and will influence, amongst other things, the
following:
• The Municipality’s accounting systems
• The preparation of budgets
• Reporting requirements
• Re-organization of cost centres
The above changes to business processes will ensure that the NMBM is aligned to
its six Pillars as follows:
The Well Run City : The implementation of the SCOA Regulations on 01 July 2017
will facilitate compliance with the Regulations, as well as pave the way for the
NMBM’s SCOA compliance assessment, to be conducted by the National Treasury.
This will further give credence to the NMBM’s aim of guaranteeing transparent
budgeting; transparent and efficient spending and performance monitoring.
Furthermore, the re-organisation of the NMBM’s cost centres closer to the
Regulation’s Functional Segment requirement will also support this Pillar.
The Opportunity City : This will be achieved as a result of implementing an
accounting system that aids efficiency; performance measurement; transparency
and benchmarking. The efficient use of public funds will result in further investor
confidence and more investment opportunities being identified within the NMBM.
The Safe City : This will be achieved through linking the NMBM’s budget to its IDP
and the Safety and Security Directorate’s SDBIP, as it relates to ensuring a safe city.
In addition, the reporting requirements will assist the benchmarking of the NMBM’s
safety and security processes and their outcomes to other government institutions.
The Inclusive City : This will be achieved by linking the NMBM’s Budget to its IDP
and the SDBIP of all its directorates as it relates to the outcomes of the public
participation sessions held with local communities. The reporting requirements will
279
assist in transparent reporting and benchmarking of the NMBM to the respective
legislative requirements on creating an all-inclusive society, e.g. the Constitution; the
Employment Equity Act; the Labour Relations Act; the Municipal Finance
Management Act; the Preferential Procurement Policy Framework Act; the
Occupational Health and Safety Act, etc.
The Caring City : This will be achieved through linking the prescribed budget
preparation processes to the Regulations, which will in turn facilitate the
benchmarking of the NMBM’s budget for social cohesion and social upliftment and
their outcomes to other government institutions.
The Forward Thinking City : The reporting requirements enabled by the SCOA
Regulations will assist the City in identifying economic, financial, technological and
social opportunities within the NMBM, as well as enable the implementation of these
opportunities. The Regulations will allow National Treasury to easily conduct
benchmarking exercises across all spheres of government and all municipalities,
which will allow the NMBM to identify and implement solutions that will conform to
the definition of “The Forward Thinking City” across its functional areas, such as
energy efficient service offerings; water-wise projects; sustainable socio-economic
upliftment; environmental awareness; cost-saving technologies, etc.
The benefits of implementing the SCOA include:
• Standardization of all municipal and the whole-of-government reporting, which
leads to a reduction in the Auditor-General’s interpretations of multiple charts
of accounts.
• Improved transparency and accountability, leading to a high level of service
delivery and contributing to a well-run municipality.
• Providing for evidence based financial management, leading to improved
municipal bench-marking, policy making and interventions.
• Bringing higher levels of cooperative government by enabling the submission
of credible, reliable and timely municipal information.
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In order to meet the tight deadlines prescribed by National Treasury in respect of the
implementation of the SCOA, a service provider was appointed to provide and
implement a complete SCOA compliant Enterprise Resource Planning (ERP)
System.
The benefits of an ERP System are:
• Web-based, which allows for dynamic access, e.g. via 3G or VPN sign-on.
• Real time online posting of financial transactions.
• Integration of planning and budgeting processes as a core feature (golden
thread).
• Seamless integration of the standard business processes of local
government.
7.2.11 Revenue Enhancement and Improvement of Debt Recovery
The escalating arrear consumer debt of the NMBM has resulted in the institution
soliciting the services of an external party, a specialist in the field of debt collection
and revenue enhancement, to curb its escalating arrears and identify new revenue
streams. The service provider was appointed for a three-year period in December
2015, where-after the project commenced in terms of a staged approach.
The major work streams identified are the following:
• Baseline diagnostics
• Data cleansing and analysis
• Command and control centre
• Field verification
• Debt management (focusing on debt older than 120 days), and
• Income and cost optimization
The project serves to strengthen and expand on the revenue base of the
municipality. The collection rate for the 2016/17 financial year was calculated at
94.3%. The collection rate as at 31 March 2018 is calculated at 92.3%
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7.2.12 Expenditure
Conditional Grants
The NMBM manages its conditional grants in terms of the DoRA requirements and
submits all required statutory reports in terms of the relevant requirements.
Remuneration
Councilor remuneration is determined annually in terms of the relevant Government
Notice issued by the Minister of COGTA in terms of the Remuneration of Public
Office-Bearers Act, 1998 (Act No 20 of 1998).
The upper limits of total remuneration packages payable to municipal managers and
managers directly accountable to municipal managers are determined and paid in
accordance with the annual government notice issued by the Minister of COGTA in
terms of Regulation 35 of the Local Government: Regulations on Appointment and
Conditions of Employment of Senior Managers as issued in terms of Government
Notice No 21 as published under Government Gazette No 37245 of 17 January
2014.
The overall increase in human resource costs as relevant to all other municipal
employees is determined in line with the relevant SALGBC agreement in this regard.
As at 31 March 2018 employee costs constituted 24.79% of the total operating
revenue.
Finance costs
All financing costs in terms of external loan funding agreements are serviced in
terms of the relevant approved funding agreements.
Payments to service providers
All monies owing by the municipality to service providers are paid in terms of Section
65 (2) (e) of the MFMA.
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7.2.13 Funding of Capital Expenditure
The table below reflects the reliance on government grants in order to fulfill the
mandate of providing services to the community:
Sources of funding 2014/15 % 2015/16 % 2016/17 %
Government Grants 781,938 53.87% 760,841 56.28% 849,241 59.74%
Other grants 2,266 0.16% 16,671 1.23% 5,170 0.36%
Public contributions 56,854 3.92% 47,757 3.53% 107,513 7.56%
Internal Funds 610,383 42.05% 526,641 38.96% 459,589 32.33%
Total Capital Funding 1,451,441 100% 1,351,900 100% 1,421,512 100%
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7.2.14 Capital and Operating Spending Results
2014/15
2015/16
2016/17
R thousand Budget Actual Audited Budget Actual Audi ted Budget Actual Audited
Operating Revenue 8 291 268 8 179 284 8 179 284 9 388 921 8 797 972 8 797 972 9 401 671 8 991 343 8 991 343
% Operating Revenue 98.65% 93.71% 95.64%
Operating Expenditure 8 757 794 8 192 029 8 192 029 9 321 591 8 765 724 8 765 724 9 823 533 9 292 077 9 823 533
% Operating Expenditure 93.54% 94.04% 94.59%
Net Surplus/(Deficit) (448,525) (12 745) (12 745) 6 7 330 32 248 32 248 (421 861) (300 734) (421 861)
Capital Expenditure 1 560 118 1 436 107 1 436 107 1 573 441 1 352 298 1 351 900 1 552 012 1 421 512 1 351 900
% Capital Expenditure 92.05% 85.95% 91.59%
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CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVA LUATION
This Chapter outlines the important aspects of oversight, reporting, monitoring and
evaluation in order to ensure the accountable and well aligned delivery of this
Integrated Development Plan and its six pillars by the Nelson Mandela Bay
Municipality.
The key offices, role-players, structures and tools for these important functions are
discussed below and include:
• Executive Mayor
• City Manager
• Municipal Public Accounts Committee
• Rules and Ethics Committee
• Office of the Auditor-General
• NMBM Audit Committee
• NMBM Internal Audit and Risk Assurance
• Performance, Monitoring and Evaluation
• Supply Chain Management
• Ward Committees
8.1 Executive Mayor
The Executive Mayor is required to identify and prioritise the needs of the
Municipality. These are to be reflected in the IDP and Budget, which also need to
take into account applicable national and provincial plans.
The Executive Mayor is required to evaluate the progress of the performance of the
institution in the implementation of the IDP. This is done through the institutional
Performance Management System. The Executive Mayor must provide political
leadership and guidance in the annual revision, preparation and timeous approval of
285
the IDP, the annual Budget and the Service Delivery and Budget Implementation
Plan (SDBIP).
The Executive Mayor has delegated the development and implementation of the
Performance Management System to the City Manager, in terms of the Municipal
Systems Act.
8.2 City Manager
The City Manager must provide operational guidance on the annual revision,
preparation and timeous approval of the IDP, the annual Budget and the SDBIP and
ensure strategic alignment between them.
In relation to IDP implementation, oversight, monitoring and evaluation, the City
Manager is inter alia responsible for the following:
• Developing an effective, efficient and accountable administration that is able
to implement the institutional IDP; in addition, ensuring an administration
responsive to the needs of the citizens, business and other sectors.
• Ensuring that all business of the administration is conducted in a manner that
is consistent with the IDP.
• Overseeing the implementation of the IDP, whilst ensuring integrated multi-
disciplinary orientated service delivery.
• Ensuring that a performance management system is in place for the
administration in order to determine whether the municipal targets set in the
IDP are being met.
• Ensuring regular reporting on progress with the implementation of the IDP to
the relevant Council structures.
The City Manager has delegated the development of the institution’s Performance
Management System to the Chief Operating Officer; and the cascading of
performance management in respect of non-Section 57 employees to the Executive
Director: Corporate Services.
286
The City Manager must inculcate an organisational culture that is conducive to
effective performance management within an appropriate organisational structure
that can meet the demands of the IDP, and ensure that the Performance
Management System is current, effective and efficient.
8.3 Municipal Public Accounts Committee
The Municipal Public Accounts Committee (MPAC) is a key structure in Council and
the mechanism through which it exercises oversight over the expenditure of public
money. With regard to financial management, MPAC enables Council to fulfil its
obligation to ensure that the spending of ratepayers’ money and Council’s
stewardship of public assets is done economically, efficiently and effectively.
MPAC conducts its affairs in a non-party political manner in order to ensure neutrality
and maximise its effectiveness. It also ensures that the Municipality’s Oversight
Report on the Annual Report is prepared for adoption by Council, as required in
terms of the Municipal Finance Management Act (MFMA).
MPAC also has the responsibility to investigate and advise Council in respect of
unauthorised, irregular or fruitless and wasteful expenditure.
The Municipality’s Municipal Public Accounts Committee currently comprises the
following members:
• African National Congress (ANC) – 5 members
• Democratic Alliance (DA) – 6 members
• Economic Freedom Fighters (EFF) – 2 members and also, one occupying
Chairperson position
• Patriotic Alliance (PA) – 1 member
• United Democratic Movement (UDM) – 1 member
287
8.4 Rules and Ethics Committee
A Rules and Ethics Committee was recently established for the purpose of
monitoring and reviewing the Rules of Order of Council.
The objectives of this Committee include:
• Inculcating a respect for the rule of law in the institution.
• Upholding Council’s Rules of Order, thereby promoting stability in Council.
• Putting the people first (Batho Pele principles).
• Ensuring open and constructive debate.
• Respecting divergent views.
• Enhancing the effective management of Council and Standing Committee
meetings.
• Fostering a sense of collective responsibility among Councillors in advancing
service delivery and deepening democracy.
8.5 Office of the Auditor-General
The Auditor-General of South Africa has a constitutional mandate and, as the
supreme audit institution of South Africa, exists to strengthen South Africa’s
democracy by enabling oversight, accountability and governance in the public sector
through auditing, thereby building public confidence.
The Auditor-General checks the spending of public money by determining whether it
has been used properly and for the intended purposes. This is done by performing
an annual audit. The results of the annual audit will reveal whether the Municipality
is adhering to legislation and good practice or whether there are areas that require
improvement. One of the areas examined, is that of irregular, fruitless and wasteful
expenditure - where there is such expenditure, the Accounting Officer must
investigate and take appropriate action.
288
The Auditor-General also audits the planning processes and performance
information of the Municipality and its municipal entity (MBDA).
8.6 Audit Committee
The Audit Committee is appointed by Council as an independent advisory body. The
Audit Committee advises the Council, political office-bearers, the Accounting Officer
and the Executive Management Team on matters such as the following:
• Internal financial control and internal audits.
• Risk management.
• Accounting policies.
• Adequacy, reliability and accuracy of financial reporting and information.
• Performance management.
• Effective governance.
• Compliance with the MFMA, the annual Division of Revenue Act (DoRA) and
any other applicable legislation.
• Performance evaluation.
• Any other issues referred to it by the Municipality or its municipal entity.
Furthermore, the Audit Committee reviews the annual financial statements in order
to provide an authoritative and credible view of the Municipality’s financial position,
its efficiency and effectiveness, as well as its overall level of legislative compliance.
The Audit Committee responds to Council on any issues raised by the Auditor-
General in the Audit Report. Furthermore, it conducts investigations into the
financial affairs of the Municipality as may be necessary.
8.7 Internal Audit and Risk Assurance
In terms of Section 165 of the MFMA, the Accounting Officer must establish effective
systems of internal control to provide reasonable assurance that the Municipality’s
financial and non-financial objectives are achieved. In the execution of this
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responsibility and also to promote ethics, good governance and integrity in the
institution, the Internal Audit Services and Risk Assurance was established.
The role of Internal Audit is to assist the City Manager and directorates in meeting
their objectives and discharging their responsibilities by providing independent and
objective quality assurance reviews of the adequacy and effectiveness of the
controls set up by Management to help run the organisation. These include
consultancy services.
Although the Risk Management Unit of the Municipality is responsible for the
identification of risk exposure, the risks recorded in Council’s Risk Register are used
to compile the Annual and Three-year Internal Audit Plans.
The Forensic Audit Services Section complements the broader justice system and
forms part of the Internal Audit Sub-directorate of the Municipality. The forensics
component derives its NMBM mandate from the Anti-Fraud and Anti-Corruption
Strategy, the NMBM Internal Audit Charter, the MFMA, and the Prevention and
Combatting of Corrupt Activities Act.
An Ethics Hotline was recently established, and the Internal Audit Sub-directorate
investigates all matters reported.
8.8 Performance, Monitoring and Evaluation
8.8.1 Performance Management
The municipal performance management function describes measures, evaluates
and reports on how the Municipality’s processes relating to the implementation of the
IDP will be conducted, organised and managed. This includes identifying role-
players, stakeholders and key timelines. Performance management therefore holds
the key to the successful implementation of the IDP.
290
Integrated development planning enables the achievement of the planning stage of
performance management. The Service Delivery and Budget Implementation Plan
(SDBIP), the Performance Information System, performance agreements and plans
underpin effective performance management.
The following table is useful in understanding important performance management
concepts:
CONCEPT DEFINITION
Integrated
Development
Planning (IDP)
The IDP is the Municipality’s principal people-driven
strategic developmental planning document over the
medium term (five years). Importantly, it ensures close co-
ordination and integration between projects, programmes
and activities, both internally and externally.
Performance
Management
A strategic approach through which performance objectives
of the Municipality are identified, defined, translated into
business plans and cascaded into individual scorecards.
This allows for regular planning, monitoring, evaluating,
reviewing and reporting of performance at both
organisational and individual levels and permits responses
to both inadequate performance and outstanding/excellent
performance.
Performance
Management System
(PMS)
The Municipality’s Performance Management System
entails a framework that describes and represents how its
cycle and processes of performance planning, monitoring,
measurement, review, reporting and improvement will be
conducted, organised and managed, including determining
the responsibilities of the different roleplayers.
The Nelson Mandela Bay Municipality uses the Balanced
scorecard method, which takes into account financial,
internal business, customer and learning and growth
perspectives.
291
CONCEPT DEFINITION
Key Performance
Areas (KPAs)
Critical function / domain that is crucial to the achievement
of organisational goals.
Objective Statement about the ultimate and long-term outcomes the
organisation wishes to achieve.
Key Performance
Indicators (KPIs)
Measures (qualitative and quantitative) that indicate whether
progress is being made towards achieving set objectives.
Input indicators
An indicator that measures equipment, resources, economy
and efficiency, for example:
. Budget projection
. % capital budget spent to provide water.
. Unit costs for delivering water to a single household
. Amount of time/money/number of people it took the
Municipality to deliver water to a single ward.
Output indicators
Indicators that measure results, usually expressed in
quantitative terms (i.e. number / %), e.g. Number of
households connected.
Outcome indicators
Indicators that measure the impact of reaching the target,
e.g. Percentage of households with access to water.
Impact indicators Indicators that measure the marked effect or influence of
achieving specific outcomes.
Key Performance
Elements (KPEs) Focus areas linked to the identified Key Performance Areas.
Baseline indicators These provide quantitative and/or qualitative levels of
performance as at the beginning of the monitoring period in
respect of which the institution aims to improve.
Performance targets Quantifiable levels of the indicators that the organisation
wants to achieve at a given point in time.
Performance plan Plan of agreed Key Performance Areas, Objectives, Key
Performance Indicators and Targets covering a specific
financial year.
Institutional
performance review
cycle
12 months’ period (continuous) that constitutes the financial
year of the Municipality: 1 July to 30 June of the following
year.
292
CONCEPT DEFINITION
Review
A comprehensive assessment of the economy, efficiency,
effectiveness and impact in so far as the key performance
indicators and performance targets set by the Municipality
are concerned.
Performance management seeks to achieve the following:
• Clarifying institutional goals and priorities.
• Ensuring a continuous cycle of planning, coaching and feedback.
• Monitoring and improving service delivery.
• Ensuring accountability, oversight and legal compliance.
• Promoting community participation in local governance.
• Creating and entrenching a culture of performance amongst employees.
The Integrated Performance Management System used in the Nelson Mandela Bay
Municipality is reflected in the diagram below.
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INTEGRATED PERFORMANCE MANAGEMENT SYSTEM
8.8.2 Monitoring and Evaluation
The Municipality has a Monitoring and Evaluation Unit in place, which is tasked to
improve institutional planning, implementation, budgeting and reporting processes
through the monitoring and evaluation of prioritized IDP programmes and projects.
Institutional SDBIP
Budget
Performance Measurement, Evaluation and
Review
Outcome, Impact and Staff
Assessments
Individual Scorecards/ Performance Agreements
Scorecards for Portfolio Cllrs,
Directorate and Municipal Entity
Implementation
Performance Reporting
Data Collection, Analysis, Verification
and Storage
Integrated Development
Plan
Performance Monitoring
Feedback
Communities and Stakeholders
Shared Long-term Vision and Strategic Plan
Performance Planning
KPAs, KPEs, Objectives, KPIs, & Targets
PERFORMANCE MANAGEMENT SYSTEM
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Towards this end, the focus is on the following:
• Monitoring and evaluation of the IDP implementation for tracking service
delivery progress and sustainability, and evaluating alternative options for
service delivery.
• Monitoring, evaluating and reporting on the performance of consultants /
service providers to ensure that the expected delivery outputs and outcomes
are achieved.
• Monitoring and evaluating Ward-Based Capital expenditure to ensure that the
objectives are achieved as planned.
• Monitoring the implementation of Council resolutions through the development
and maintenance of a matrix.
8.9 Supply Chain Management
The Municipality has an approved Supply Chain Management Policy which is
required to be reviewed on an annual basis. Inter alia, the policy provides for a
committee system to achieve and ensure competitive procurement. The Committees
established in compliance with the National Standards for Bid Committees, are as
follows:
• The Bid Specification Committee
• The Bid Evaluation Committee
• The Bid Adjudication Committee
An Integrated Contracts Management System tracks the award of tenders from the
time of approval of the specifications to the time of final award.
The Municipality has embarked on the development and implementation of a Quality
Management System (QMS), in compliance with ISO 9001:2015. This process
commenced in March 2016 and is due for completion in 2018.
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8.10 Ward Committees
The main function of a Ward Committee is to act as the formal communication
channel between Council and the community. The Ward Committees therefore
provide the channel through which communities can most effectively lodge their
complaints and concerns.
The roles and responsibilities of Ward Committees include:
• Create formal unbiased communication channels and cooperative
partnerships between the Municipality and the community within each ward.
• Promote harmonious relationships between residents of the ward, the Ward
Councillor and the Municipality.
• Facilitate participation in the IDP processes.
• Act as a reference group/advisory body on Council policies and issues that
affect the communities in the ward.
• Serve as an agent for mobilising community action.
• Act as a conduit for community complaints and feedback on Council
responses.
• Make recommendations on any matters that may affect the ward or Council.
8.11 Special Sectors and Mainstreaming
The Nelson Mandela Bay Municipality has established an institutional framework that
coordinates and facilitates the mainstreaming of the best interests of children,
disability, elderly, women and youth through Special Programmes Unit within
Constituency Services.
In an effort to ensure integration and synergy, all Directorates are required to ensure
special sectors development is central in their planning, budgeting, implementation
of their projects and programmes. The Special Programmes Unit in conjunction with
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Directorates and collaboration with relevant stakeholders is expected amongst other
to conduct its business in the following manner:
• Conduct public awareness and education for the promotion of mainstreaming
youth, women, aged, disability, gender and children’s rights issues in council
and government programmes; with extensive campaigns associated with
national days in the form of Pride and Observance dates, etc.
• Ensure special sectors’ concerns and needs become the integral dimension of
the design, implementation, monitoring and evaluation of policies,
programmes in all political, economic and social spheres for designated
groups to benefit equitably
• Coordinate efforts that ensure planning, policies, programmes and projects
counteract inequalities and disparities experienced by children, disability,
elderly, women, youth and gender machinery
• Ensures coordination and facilitation of systematic inclusion of all concerns of
children, disability, elderly, women, youth and gender machinery at all levels
of planning, policy making and programme implementation Ensures fairness
and availability of measures that compensate historical and social
disadvantages that prevent special sectors from operating on a level playing
field
• Effectively and efficiently coordinate for the alignment and compliance to
local, provincial, national, SADC, regional, continental and international
obligations and protocols pertaining to special sectors
• Ensures special sectors contribute and benefit from economic, social, cultural
and political development
• Assesses the implications for designated groups of any planned action,
legislation, policies, or programmes in all areas and at all levels
• Coordinate conscientisation that build analytical skills to ensure self –
confidence and taking control
• Coordinate and facilitate appropriate training to improve knowledge, skills and
attitudes in special sectors – gender analysis, special sectors – gender
mainstreaming, special sector - gender responsive research, special sector –
gender responsive budgeting, and disaggregated data use.
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8.12 Cultural and Creative Arts Industries
In an effort to enhance public participation by various stakeholders, the NMBM
consulted for the first time on IDP / Budget related issues with the Cultural and
Creative Arts Industries. Since it was for the first time for such stakeholders to
participate in this process, there were quite a number of challenges raised by the
various artists who were in attendance.
The municipality committed to be part of stakeholders who would provide guidance
to various challenges raised by the artists at the meeting that was held on the 16
April 2018. The issues highlighted below were some of the critical issues that were
raised by the artists. It was requested that, these issue be prioritized during the
budgeting processes for the 2018 / 19 financial year.
• Creation of a database for artists
• Identification of projects that are focused on creative and cultural industries
• Access to information for the creative arts community
• Introduction of art grant for individual Artists
• Introduction of grants for Artists Non Profit Organizations
• Allocate budget for local artists or musicians in the Metro events
• Create Art hubs for Metro Artists
• Municipality must create relations with Business Arts South Africa (BASA)
• Artists must be treated equally by the NMBM
• Municipality must partner with taverns to support Artists who perform at
taverns to promote township tourism programmes
• Foster relations between local Jazz Artists and tavern owners to enhance
their business
• Improve the existing structure for Arts and Culture
• Request calendar of events for Arts and Cultural programmes
• Request for inclusion and consultation for local Artists in the Nelson Mandela
Arts Festival
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• Allocate funds from Nelson Mandela Arts Festival to local Arts grants
• Allocate sufficient budget for cultural and creative Arts programmes
• Consider civil society proposals that work directly with communities
• Local Artists must benefit from events such as, the Iron Man programmes
• Request access for local Artists to the Athenaeum
• Need to link Arts and Culture with business
• Maintenance of a swimming pool at the Raymond Mhlaba Sport Centre
1
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to s
anita
tion
Percentage of households with access to basic water supply W
S2.
1 100% 100% 100% 100% 100% Percentage of households
(both formal and informal) provided with access to a basic water supply (including households within a 200m radius of a standpipe)
N/A
100% Formal
I&E (W&S)
100% Informal
Number of new water connections meeting minimum standards W
S2.
11 3000
In line with Housing
Programme
I&E (W&S)
Percentage completion of the Coega Kop boreholes exploration
N/A
50% I&E
PILLAR 1
THE WELL RUN CITY
In the Well Run City, monitoring and evaluation inform decision making and provide information for accountability and performance
improvement. A culture of excellence among staff and institutional systems and processes is strived for. In the Well Run Nelson Mandela Bay, all
basic services are delivered to expectation and the city sets the benchmark for transparent governance, financial viability and the eradication of
corruption.
STRATEGIC OBJECTIVE 1.1 Transform the institutional systems, processes and organisational structure to one of high performance in order to effectively deliver basic
services
2018/19 IDP INDICATORS ALIGNED TO 2018/19 DRAFT SDBIP ANNEXURE “ A”
2
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Pub
lic A
ccou
ntab
ility
and
Cus
tom
er C
are % of basic service
delivery (water, sanitation, electricity, roads and stormwater) complaints/faults reported through the 080 020 5050 hotline and responded to within the required timeframes as per service delivery standards
N/A
New Indicator 80% 80% 80% 80% Average turnaround time for dealing with basic service delivery complaints (from the date of receipt of the complaint to the date on which the complaint has been resolved)
N/A
Within 24 hours
CM
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Man
dela
Bay
Dev
elo
pmen
t Age
ncy
% achievement of the Mandela Bay Development Agency's 2018/19 Key Performance Indicators reflected in the Mandela Bay Development Agency Business Plan
N/A
43%
achievement
of the MBDA
KPIs reflected
in the MBDA
Performance
Scorecard
(2016/17)
80% 80% 80% 80% % achievement of the Mandela Bay Development Agency's 2018/19 Key Performance Indicators reflected in the Mandela Bay Development Agency Business Plan
N/A
80% CM
KP
A 1
:
BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qual
ity o
f
wat
er a
nd
sani
tatio
n
serv
ices
Frequency of sewer blockages
WS
3.1
708 675 650 600 550 Percentage of complaints/callouts responded to within 24 hours (sanitation/wastewater)
WS
3.11
100% I&E (W&S)
3
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of w
ater
and
sani
tatio
n se
rvic
es (
revi
sed
from
con
tinui
ty o
f ser
vice
s) Frequency of mains
failures
WS
3.2
69 65 60 55 50 Percentage of complaints/callouts responded to within 24 hours (water)
WS
3.21
75% I&E (W&S)
Frequency of unplanned water service interruptions W
S3.
3 15 13 12 10 8
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of
wat
er (
incl
udin
g
was
tew
ater
) Percentage of Drinking Water Compliance to SANS241 W
S4.
1 99% 100% 100% 100% 100% % compliance with the
drinking water standards in line with South African National Standards 241 (SANS 241)
N/A
100% I&E (W&S)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of w
ater
(in
clud
ing
was
tew
ater
)
Percentage of wastewater samples compliant to water use license conditions
WS
4.2
75% 75% 80% 85% 85% Percentage of industries with trade effluent inspected for compliance W
S4.
21
100% I&E (W&S)
Percentage of wastewater safely treated
WS
4.22
75% I&E (W&S)
KP
A 1
:
BA
SIC
SE
RV
ICE
DE
LIV
ER Y
Im
prov
ed
wat
er
sust
aina
bil
ity Percentage of non-
revenue water
WS
5.1
42.2% 40% 37% 35% 30% % non-revenue water (water that has entered the supply system but is lost before reaching the consumer)
N/A
40% I&E (W&S)
4
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
wat
er
sust
aina
bilit
y
Total water losses
WS
5.2
Litres per connection
per day resulting in
39.9% losses
Litres per connection
per day resulting in 37% losses
Litres per connection
per day resulting in 34% losses
Litres per connection
per day resulting in 30% losses
Litres per connection
per day resulting in 30% losses
% real water losses as defined by the International Water Association (physical losses of water from the distribution system, including leakage and storage overflows)
N/A
32% I&E (W&S)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
ener
gy
sust
aina
bilit
y Road transport fuel usage per capita
EE
4.3
0.02 (2016
National fuel usage
statistics)
0.025 0.028 0.03 0.035 Litres of Road Transport Fuel used per capita N
/A 0.025 I&E
(R&T)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Mod
al s
hift
of w
eekd
ay tr
ips
(incl
udin
g
educ
atio
n
trip
s) fr
om p
rivat
e to
pub
lic tr
ansp
ort a
nd
non-
mot
oris
ed tr
ansp
ort Non-motorised transport
(NMT) paths and lanes as a percentage of the total municipal road network length
TR
1.2
0.15% of Non-motorised transport
(NMT) paths (4,75KM as a percentage of total municipal road network
length)
0.13% of Non-motorised transport
(NMT) paths (4KM as a
percentage of total municipal road network
length)
0.12% of Non-motorised transport
(NMT) paths (3,8KM as a
percentage of total municipal road network
length)
0.12% of Non-motorised transport
(NMT) paths (3,6KM as a
percentage of total municipal road network
length)
0.11% of Non-
motorised transport
(NMT) paths
(3,4KM as a percentage
of total municipal
road network length)
Length of non-motorised transport paths built
TR
1.21
4KM I&E (R&T)
Number of pedestrian bridges constructed
2 I&E (R&T)
m² of verges / sidewalks rehabilitated.
30000m² I&E (R&T)
5
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
affo
rdab
ility
of p
ublic
tran
spor
t Percentage share of monthly household income spent on public transport, for households using public transport
TR
2.1 20% 20% 20% 20% 20% N/A
N/A
N/A I&E (R&T)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
wat
er
sust
aina
bilit
y
Total per capita consumption of water
WS
5.3
251 litres per capita per day
250 litres per capita per day
240 litres per capita per day
230 litres per capita per day
220 litres per capita per day
Water connections metered as a percentage of total connections W
S5.
31 95% I&E
(W&S)
% quarter - to - quarter reduction in water meters that have reached or exceeded their design life
N/A
40% I&E (W&S)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
wat
er
sust
aina
bilit
y
Percentage water reused
WS
5.4
4% 4% 4% 5% 7.5% Number of meters procured and installed to meter recycled water
N/A
4 I&E (W&S)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
sat
isfa
ctio
n w
ith
publ
ic tr
ansp
ort s
ervi
ces
Percentage of respondents indicating that they believe public transport to be "safe"
TR
4.1 New Indicator 50% 55% 60% 65% Number of CCTV cameras
installed in the IPTS busses and operational trunk routes
N/A
50 I&E (R&T)
Number of visible Security personnel deployed on the IPTS bus routes
N/A
15 I&E (R&T)
6
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
sat
isfa
ctio
n w
ith
publ
ic tr
ansp
ort s
ervi
ces Percentage of
respondents indicating that they believe public transport to be "reliable"
TR
4.2 New Indicator 50% 55% 60% 65% Percentage of scheduled bus
services 'on time'
TR
4.21
70% I&E (R&T)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
A r
obus
t, w
ell m
aint
ain
ed r
oad
and
stor
mw
ater
net
wor
k
Percentage of overall municipal road network that is unsurfaced
N/A
16.60% 16.60% 16.60% 16.60% 16.60% Percentage of unsurfaced road graded
TR
6.1 1 1.30% I&E
(R&T)
Km of unsurfaced roads graded N
/A 7km I&E
(R&T)
Km of gravel roads tarred
N/A
11km I&E (R&T)
Percentage of surfaced municipal road lanes which has been resurfaced and resealed
TR
6.12
0.37% I&E (R&T)
m² of roads rehabilitated / resealed / resurfaced N
/A 65000 m² I&E
(R&T)
% of reported potholes repaired within 72 hours after inspection
N/A
75% I&E (R&T)
Km of streets marked / signed
N/A
11km I&E
7
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
:
BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
affo
rdab
ility
of e
lect
ricity
Households receiving Free Basic Electricity as a percentage of all households with electricity connections
EE
2.1
9.12% 9.61% 10.11% 10.61% 11.11% Free Basic Electricity provision levels as a percentage of total residential electricity provision (in terms of MWh)
EE
2.11
9.61% E&E
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
affo
rdab
ility
of
elec
tric
ity Percentage of low-income
households that spend more than 10% of their monthly income on electricity
EE
2.2
7.9% 7.4% 6.9% 6.4% 5.9%
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acce
ss to
ele
ctric
ity Percentage of households
with access to electricity EE
1.1
82% 82% 85% 90% 95% Number of dwellings provided
with connections to the mains
electricity supply by the
municipality
EE
1.11
0
(formal)
E&E
1500
(informal)
Number of dwellings provided
with connections to the mains
supply by Eskom within
municipal jurisdiction
EE
1.12
10 E&E
8
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
relia
bilit
y of
elec
tric
ity s
ervi
ce System Average
Interruption Duration Index E
E3.
1 110min 100min 90min 85min 80min Percentage of unplanned
outages that are restored to supply within industry standard timeframes
EE
3.11
30% within 1.5 hours
E&E
60% within 3.5 hours
90% within 7.5 hours
98% within 24 hours
Customer Average Interruption Duration Index E
E3.
2 575min 537min 485min 437min 392min 99% above
24hours
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
relia
bilit
y of
elec
tric
ity
serv
ice Number of power outages
on the high voltage network (lasting more than two hours) recorded
N/A
2 200 2 100 2 000 1 900 1 800 % year-to-year reduction in electrical power outages on the high voltage network (lasting more than two hours)
N/A
8% E&E
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
ele
ctric
ity
sust
aina
bilit
y Percentage of street lights repaired which have been out for longer than six months
N/A
New Indicator 50% 70% 80% 100% Conducting an audit to determine the number of main street and area lights
N/A
By June 2019
E&E
Average number of days taken to fix reported street light faults (from the date that the fault is reported to the date that the street light is fixed)
N/A
45 days E&E
9
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
relia
bilit
y of
elec
tric
ity
serv
ice System Average
Interruption Frequency Index E
E3.
3 0.25 0.2 0.15 0.12 0.11 Percentage of Planned
Maintenance Performed
EE
3.21
100% E&E
KP
A 1
:
BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
relia
bilit
y of
elec
tric
ity
serv
ice Customer Average
Interruption Frequency Index E
E3.
4 2000 1.500 1.200 1000 900
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
ener
gy
sust
aina
bilit
y Renewable energy capacity available within the municipal jurisdiction as a percentage of Eskom supply capacity to the municipality
EE
4.1
1% 1% 1% 1% 1% Total renewable energy capacity available through Independent Power Producers
EE
4.11
32MW E&E
Installed capacity of embedded generators on the municipal distribution network
EE
4.12
5MW E&E
Renewable energy production as a percentage of total energy consumption
N/A
4% E&E
10
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
ener
gy
sust
aina
bilit
y Percentage total electricity losses
EE
4.4
13,8% 12,8% 11,8% 10.8% 10% % non-technical electricity losses (electricity losses as a result of non-technical causes attributed to either electricity theft / non-metered electricity / meter tampering / meter failures and/or illegal connections)
N/A
7.5% of the total
electricity losses
E&E
Number of Sub-stations upgraded through the installation of voltage and current transformers and associated metering equipment
N/A
3 E&E
KP
A 1
:
BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Min
imis
ed
solid
was
te Tonnes of municipal solid
waste sent to landfill per capita
EN
V2.
1 0.03 0.04 0.05 0.06 0.07 Number of transfer sites
upgraded for recycling
3 (Gillepsie, Strandfontein
Hunters)
PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Min
imis
ed
solid
was
te Tonnes of municipal solid
waste diverted from landfill per capita E
NV
2.2
On 23 April 2018, a service
provider was appointed to undertake a
recycling project for
recovering of recyclable material.
Targets for the indicator will be set during the 2019/20 IDP review
processes.
11
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Min
imis
ed
solid
was
te Total collected municipal
solid waste per capita
EN
V2.
3 0.02 0.03 0.04 0.05 0.06
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Effe
ctiv
e W
aste
Man
agem
ent Percentage of households
with basic refuse removal services or better E
NV
3.1
71%
71% 75% 80% 85% Percentage of known informal settlements receiving integrated waste handling services
EN
V3.
11 71% PH
Kilometres of roadsides swept annually N
/A 636 Km PH
Percentage of known formal settlements receiving integrated waste handling services
N/A
100% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Effe
ctiv
e W
aste
Man
agem
ent Waste removal
complaints due to non-collection as a percentage of total consumer units/billed accounts
EN
V3.
2 0.07% 0.06% 0.05% 0.04% 0.03% Number of waste removal
complaints resolved N/A
39 PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Effe
ctiv
e W
aste
Man
agem
ent Number of illegal dumping
fines issued as a
percentage of the total
number of illegal dumping
reports and tip-offs
received
N/A
20% 25% 30% 35% 40% % of illegal dumping sites
cleared of either / or domestic
waste or construction rubble
or building rubble within the
timeline specified in the
NMBM Service Delivery
Charter
N/A
21% PH
I&E
HS
12
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of
mun
icip
al r
oad
netw
ork Percentage of fatal
crashes attributed to road and environmental factors T
R6.
1 10% ≤10% ≤9.5% ≤9% ≤8.5% Number of roadside trees maintained N
/A 600 PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of m
unic
ipal
roa
d
netw
ork Road Traffic Fatalities Per
100 000 Population
TR
7.1 20 ≤19.5 ≤19 ≤18.5 ≤18 Number of metro police ghost
squad vehicles in place
N/A
4 S&S
Number of road blocks held
48 roadblocks
S&S
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
qua
lity
of m
unic
ipal
roa
d ne
twor
k Average number of fatalities per fatal crash
TR
7.2 5 <5 <5 <5 <5 % quarter - to - quarter
increase in the number of roadworthy tests conducted
N/A
20% S&S
13
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Effe
ctiv
e C
omm
unic
atio
ns P
latfo
rms
for
Cap
ably
Res
pons
ive
Gov
erna
nce
Functionality of prescribed municipal structures (as defined in Municipal Structures Act 117 of 1998)
GG
4.2
85% 90% 90% 90% 90% % of users migrated from
Novell to Microsoft N/A
20% CS
Developing a micro structure
with supporting Job
Descriptions in line with
Section 66 of the MSA
N/A
By June
2019
CS
Number of work stoppages
occurring per quarter (per
directorate)
N/A
5 CS
Percentage of Regular Council resolutions implemented per year within the required timeframes
N/A
33% (1 July – 31 December
2017)
100% 100% 100% 100% Implementing a Council Committee Structure reporting and monitoring system
N/A
By June 2019
CS
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Effe
ctiv
e C
omm
unic
atio
ns P
latfo
rms
for
Cap
ably
Res
pons
ive
Gov
erna
nce % positive media
coverage on the Municipality
N/A
60% 65% 70% 75% 80% Upgrading of the NMBM website N
/A By June
2019 CS
Number of proactive media statements issued
N/A
110 CS
14
KP
A
KP
E
IDP INDICATOR NT
RE
F
BASELINE
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR NT
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Pub
lic A
ccou
ntab
ility
and
Cus
tom
er S
ervi
ce Average queue waiting
time at municipal service centres (customer care, traffic and licensing)
N/A
New Indicator 3 hours 2 hours 1 hours 1 hours Number of vacancies filled at the traffic and licensing centre N
/A 7 S&S
Operationalisation of the Motherwell Traffic and Licensing Centre
N/A
By June 2019
S&S
Implementing an electronic queue management system in customer care and traffic and licensing centres
N/A
By June 2019
B&T S&S
15
Strategic Objective 1.2 Ensure that the municipality is staffed throughout with a motivated, committed and capable workforce
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D
MA
NA
GE
ME
NT
Inst
itutio
nal h
uman
res
ourc
es c
apac
ity, c
ompl
ianc
e,
capa
bilit
y an
d ex
celle
nce
% of the Municipality's budget actually spent on implementing its Workplace Skills Plan
N/A
0.069% (2016/17)
0.08% 0.08% 0.08% 0.08% % of the Municipality's budget actually spent on implementing its Workplace Skills Plan
N/A
0.08% CM
Implementation of Performance Management System for all employees in NMBM
N/A
NMBM Performance Management
System cascaded to
Assistant Director Level
(2017/18)
NMBM Performanc
e Managemen
t System cascaded to
Grade 14
NMBM Performanc
e Managemen
t System cascaded to
Grade 10
NMBM Performance Management
System cascaded to
Grade 6
NMBM Performance Management
System cascaded to all
employees
Implementation of Performance Management System for all employees in NMBM
N/A
NMBM
Performance
Management
System
cascaded to
Grade 14
CM
16
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Mor
e ef
fect
ive
city
adm
inis
trat
ion
Audit Opinion
GG
3.1
Qualified Audit Opinion in respect of 2016/17
Unqualified audit report received from the Auditor General
Unqualified audit report
received from the Auditor
General
Clean audit report
received from the Auditor
General
Clean audit report received from the Auditor
General
Number of repeat audit findings
GG
3.1
1 60 (reduced from the 78
2016/17 Repeated Audit
Findings)
CM
% year-to-year reduction in unauthorised/ fruitless/ irregular/ wasteful expenditure as reported in the Auditor General Report
N/A
25% reduction CM
Achieving risk maturity level 4 in line with National Treasury standards
N/A
By June 2019 CM
Strategic Objective 1.3 Ensure financial prudence and transparent governance and work towards eradicating corruption
17
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Zer
o to
lera
nce
of fr
aud
and
corr
uptio
n Number of alleged fraud and corruption cases reported per 100 000 population
GG
5.1
1.3 alleged cases per 100 000
population (population as per Stats SA)
Statistical indicator: number of fraud and
corruption cases reported per 100
000 population will be calculated
annually
Statistical indicator:
number of fraud and corruption cases reported
per 100 000 population will be calculated
annually
Statistical indicator: number of fraud and corruption
cases reported per
100 000 population will be calculated
annually
Statistical indicator:
number of fraud and corruption cases reported
per 100 000 population will be calculated
annually
Number of active suspensions longer than three months G
G 5
.11 0 CM
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Zer
o to
lera
nce
of fr
aud
and
corr
uptio
n Number of dismissals for fraud and corruption per 100 000 population
GG
5.2
0.4 number of dismissals per
100 000 population
(population as per Stats SA)
0 0 0 0 Quarterly salary bill of suspended officials
GG
5.1
2 R-value of salaries less
than R13 million (cost incurred in 2016/17)
CM
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Zer
o to
lera
nce
of fr
aud
and
corr
uptio
n Number of convictions for bribery and/or corruption by city officials per 100 000 population
GG
5.3
0.2 convictions per 100 000 population
(population as per Stats SA)
Statistical indicator: number of
convictions for bribery and/or
corruption by city officials per 100 000
population will be calculated annually
Statistical indicator: number of
convictions for bribery and/or corruption by
city officials per 100 000
population will be calculated
annually
Statistical indicator: number of
convictions for bribery and/or corruption by city officials per 100 000
population will be calculated
annually
Statistical indicator: number of
convictions for bribery and/or corruption by
city officials per 100 000
population will be calculated
annually
% of cases processed which have been reported through the ethics hotline and been identified for investigation
N/A
100% CM
18
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 4
: MU
NIC
IPA
L
FIN
AN
CIA
L V
IAB
ILIT
Y A
ND
MA
NA
GE
ME
NT
Sou
nd fi
nanc
ial
man
agem
ent % of the
Municipality’s Capital Budget actually spent
N/A
91.60% (2016/17)
95% 95% 95% 95% % of the Municipality’s Capital Budget actually spent
N/A
95%
CM
Conducting a cost benefit analysis on the rand amount spent on external rental fleet
N/A
By June 2019 I&E
KP
A 4
: MU
NIC
IPA
L
FIN
AN
CIA
L V
IAB
ILIT
Y
AN
D M
AN
AG
EM
EN
T
Sou
nd fi
nanc
ial
man
agem
ent % of the
Municipality’s approved Operating Budget spent on repairs and maintenance
N/A
3.6% 4.5% 4.5% 4.5% 4.5% % of the Municipality’s approved Operating Budget spent on repairs and maintenance
N/A
4.5% CM
% expenditure against the planned maintenance budget
N/A
100%
KP
A 4
:
MU
NIC
IPA
L
FIN
AN
CIA
L
Sou
nd fi
nanc
ial
man
agem
ent Value spent on
outsourced professional / consultancy services
N/A
R109 766 902 (2016/17)
Cost benefit analysis conducted (outsource/insource
professional / consultancy
services)
Cost benefit analysis to inform targets Conducting a cost benefit analysis on the outsource / insource of professional / consultancy services
N/A
By June 2019 CM
19
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Effe
ctiv
e C
omm
unic
atio
ns
Pla
tform
s fo
r C
apab
ly
Res
pons
ive
Gov
erna
nce
Number of members of the public in attendance at municipal public participation engagements
N/A
6 000 8 000 10 000 12 000 14 000 Establishing a system to monitor and record the number of members of the public in attendance at municipal public participation engagements
N/A
By June 2019 CS
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T
Sou
nd fi
nanc
ial m
anag
emen
t (Im
plem
enta
tion
of th
e 20
16/1
7 to
2018
/19
med
ium
term
rev
enue
and
exp
endi
ture
fram
ewor
k (M
TR
EF
) Percentage of municipal account holders using e-commerce
N/A
73% 74% 75% 76% 77% Number of payments received via an electronic interface as a % of total number of payments received
N/A
74% B&T
20
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T
Sou
nd fi
nanc
ial m
anag
emen
t (Im
plem
enta
tion
of th
e 20
16/1
7 to
201
8/19
med
ium
term
rev
enue
and
expe
nditu
re fr
amew
ork
(MT
RE
F) Liquidity Ratio
N/A
1.26 : 1 (as at 31 March 2018)
.
0.9 : 1 1.0 : 1 1.1 : 1 1.19 : 1 Monetary assets as a % of current liabilities N
/A 0.9 : 1 B&T
Credit rating
N/A
A1.za A1.za A1.za A1.za A1.za Maintaining a Credit Rating of A1.za with stable outlook
N/A
Rating of A1.za with stable
outlook maintained by
June 2019
B&T
Turnaround time for the payment of Creditors to ensure creditor system efficiency
N/A
Within 30 days from date of
receipt of invoice
Within 30 days from
date of receipt of
invoice
Within 30 days
from date of
receipt of
invoice
Within 30 days
from date of
receipt of
invoice
Within 30 days
from date of
receipt of
invoice
Turnaround time for the payment of Creditors to ensure creditor system efficiency (from the date of receipt of the invoice to date of payment)
N/A
30 days B&T
Employee Costs ratio N
/A 24.79% (as at
31 March 2018) 31.6% 32.2% 32.8% 33.72% Personnel costs as a %
of total operating income
N/A
31.6% B&T
Cost Coverage Ratio (cash and cash equivalents, excluding unspent conditional grants)
N/A
2.32 months 3 months 3.3 months 3.7 months 3.84 months Cost Coverage Ratio (cash and cash equivalents, excluding unspent conditional grants)
N/A
3 months B&T
% outstanding service debtors to revenue
N/A
24.11% 25.5% 25.7% 25.4% 20.4% % outstanding service debtors to revenue N
/A 25.5% B&T
21
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 4
: MU
NIC
IPA
L
FIN
AN
CIA
L V
IAB
ILIT
Y A
ND
MA
NA
GE
ME
NT
Sou
nd fi
nanc
ial
man
agem
ent
(Im
plem
enta
tion
of th
e
2016
/17
to 2
018/
19 m
ediu
m
term
rev
enue
and
Debt Coverage ratio (debt servicing costs to annual operating income)
N/A
2.79% 40.3 times 38.9 times 41.7 times 38.67 times Debt Coverage ratio (debt servicing costs to annual operating income)
N/A
40.3 times B&T
% billed revenue collection rate (revenue collected over billed revenue)
N/A
94.30% 95% 95.5% 95.5% 95.5% % billed revenue collection rate (revenue collected over billed revenue)
N/A
95% B&T
% revenue collection from traffic fines (as per the set budget target) S&S
N/A
90% S&S
22
PILLAR 2
THE OPPORTUNITY CITY
The Opportunity City delivers on well-planned initiatives to enable and cultivate economic opportunity, develop competitive advantage and ensure
access to skills. The Opportunity City is competitively differentiated as a destination city for business, tourism and investment. Strategic partnerships
with the private and non-profit sectors thrive. Opportunity City initiatives secure development of a diversity of sectors that range from marine
manufacturing, to urban agriculture and agri-processing, to the cultural and creative industries. Infrastructure led growth is properly planned and
invested in and effective service provision for transport and mobility ensures universal access to the Opportunity City.
Nelson Mandela Bay, the Opportunity City, is a proudly iconic and global city that does the legacy of Nelson Mandela proud.
STRATEGIC OBJECTIVE 2.1 Grow and diversify the local economy through the attraction of new investment, skills development and facilitation of an enabling environment for small
business growth and job creation.
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Mor
e ef
fect
ive
pove
rty
alle
viat
ion
Percentage of all qualifying households in the municipal area classified as indigent
GG
6.1
28% of all households classified as
indigent (as at 28 February 2018)
27.5% 27% 26.5% 26% % qualifying households earning less than or equal to R3 200 per month (two state pensions) with access to free basic services
N/A
100% B&T
Percentage of the municipality's operating budget spent on free basic services to indigent households
GG
6.1
1 6% CM
Number of work opportunities created through EPWP, CWP and other related infrastructure programmes
GG
6.1
2 14227 CM
23
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Number of Full-time Equivalent (FTE) jobs created
N/A
4461 CM
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
Gro
ss D
omes
tic
Pro
duct
Number of new agro-processing firms / companies established within Nelson Mandela Bay Municipality
N/A
New Indicator 5 5 5 5 Number of milking parlours evaluated in terms of Foodstuffs Cosmetics and Disinfectants Act
N/A
18 PH
Number of meat processing plants evaluated in terms of Foodstuffs Cosmetics and Disinfectants Act
8 PH
Number of programmes delivered by the Port Elizabeth Opera House in line with the Nelson Mandela Bay Municipality / Port Elizabeth Opera House partnership agreement
N/A
30 SRAC
Implementing a system to record event attendance at museums and galleries within Nelson Mandela Bay
By June 2019
Number of schools supported through the provision of funding towards the Get Ahead Sport Program (GASP)
N/A
Target will be set on
entering into an agreement
between Municipality and GASP
SRAC
24
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L
EC
ON
OM
IC
DE
VE
LOP
ME
NT
T
ouris
m d
evel
opm
ent Number of Municipal
Resorts fully operational with compliant SLA or contract in place
N/A
0 1 2 3 4 Number of Municipal Resorts fully operational with compliant SLA or contract in place
N/A
1 (Spring Resort)
SRAC
KP
A 3
:
LOC
AL
EC
ON
OM
IE
cono
mic
empo
wer
m ent GDP contribution of the
local tourism sector per year
N/A
7.10% 8% 8.5% 9% 9.5% Number of jobs created through support of SMMEs in the tourism sector
N/A
10 EDTA
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Eco
nom
ic e
mpo
wer
men
t % youth unemployment
N/A
52% 51.5%
51%
50.5%
50%
Number of youth employed through the implementation of municipal funded youth employment projects
N/A
500 EDTA
Number of job opportunities created through partnership with private sector
N/A
1000 EDTA
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
Gro
ss D
omes
tic
Pro
duct
Number of industrial areas targeted for upgrade and revitalisation
N/A
0 0 0 0 2
(Perseverance,
Markman)
Conducting a needs assessment on industrial areas within Nelson Mandela Bay with the intention to revitalise and / or upgrade to attract and retain investors
N/A
Conditional
assessment
conducted by
30 June 2019
EDTA
25
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
Gro
ss D
omes
tic
Pro
duct
Value of exports contracts facilitated within the NMBM
N/A
Potential export
leads facilitated
R3 million
R3 million
R3 million
R3 million
Number of Small Medium and Micro Enterprises (SMMEs) provided with training through the Export Development and Promotion Programme
N/A
35 EDTA
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
Gro
ss D
omes
tic P
rodu
ct % contribution to the
GDP of the Clusters
targeted for
development as per the
NMBM Economic
Growth and
Development Plan
N/A
New Indicator 46% 48% 50% 52% Number of Small Medium and Micro Enterprises (SMMEs) graduating from the Nelson Mandela Bay Municipality (NMBM) - Small Enterprise Development Agency (SEDA) Information Communication Technology Incubation (ICT) Programme
N/A
10 EDTA
Number of Small Medium
and Micro Enterprises
(SMMEs) in the Nelson
Mandela Bay Municipality
(NMBM) - Small Enterprise
Development Agency
(SEDA) Construction
Incubation Programme
obtaining additional
construction grade(s)
N/A
12 EDTA
26
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Number of Industry clusters
established and supported
through either the provision
of financial and / or other
resources
N/A
2 EDTA
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
Gro
ss D
omes
tic P
rodu
ct Number of SMMEs
supported through the
SMME Support Centre
and Enterprise
Development Policy
turning a profit within
business plan stipulated
timeframe
N/A
New Indicator 200 220 250 300 Number of SMMEs
supported through the
SMME Support Centres
N/A
200 EDTA
Number of arts, cultural, creative industries and heritage practitioners empowered to contribute to growth and development of the cultural, creative and heritage economy
N/A
15 SRAC
27
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Coa
stal
res
ourc
es
mai
ntai
ned
and
amen
ities
impr
oved
Recreational water quality
EN
V5.
1
40% 50% 60% 70% 80% % of recreational water samples taken which met the minimum requirement for recreational water quality
N/A
50% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Clim
ate
chan
ge m
itiga
ted
and
adap
ted
to Green House Gas
emissions per capita E
NV
6.1
5.2 MTCO2e (2012)
5.2 MTCO2e (2012)
5.2 MTCO2e
(2012)
5.2 MTCO2e
(2012)
5.2 MTCO2e (2012)
Number of trees planted N
/A 600 PH
KP
A 4
: MU
NIC
IPA
L F
INA
NC
IAL
VIA
BIL
ITY
AN
D M
AN
AG
EM
EN
T
An
enab
ling
envi
ronm
ent t
o do
bu
sine
ss
in N
elso
n M
ande
la B
ay % of rates clearance
processed within 7 days (from the date of receipt of the request to the date the rate clearance is processed)
N/A
100% 100% 100% 100% 100% Average turnaround time for processing a rates clearance (from the date of receipt of the request to the date the rate clearance is processed)
N/A
7 days B&T
28
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
An
enab
ling
envi
ronm
ent t
o do
bu
sine
ss in
Nel
son
Man
dela
Ba
y Average turnaround time for installing a standard 3-phase business electricity supply (from the date of receipt of payment to the date of electricity installation)
N/A
333 days 45 days 45 days 45 days 45 days Average turnaround time for installing a standard 3-phase business electricity supply (from the date of receipt of payment to the date of electricity installation)
N/A
45 days E&E
Number of standard 3-
phase business electricity
supply units kept in
Municipal stock
N/A 5 E&E
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Aud
ienc
e D
eve
lopm
ent a
nd M
ain
stre
amin
g of
Art
s an
d C
ultu
re Average cost of library
services per library
access
N/A
R82
(Ratio of total
annual libraries
Operational
Budget : Total
annual library
visits)
R80
R78
R76
R74
Number of programmes
promoting a culture of
reading and implemented
N/A
2 programmes
per library
SRAC
29
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
% completion of the
Uitenhage Municipal animal
pound upgrade
N/A
90% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
An
Ena
blin
g E
nviro
nmen
t
to d
o B
usin
ess
in N
elso
n
Man
dela
Bay
Hectares of municipal
land available for
human burial
N/A
Land audit
conducted
470 ha (2017/18
baseline existing
land)
Land assembly
(final
assessment and
environmental
authorization)
Target and Budget will be set in line with the
outcomes of the Land Assessment during the
2018/19 financial year.
Number of cemeteries
upgraded through either the
construction of berms /
installation of cameras /
upgrade of the sewerage
system and/or provision of
fencing
N/A
6 PH
KP
A 3
: LO
CA
L
EC
ON
OM
IC
DE
VE
LOP
ME
NT
In
form
al
Eco
nom
y G
row
th
and
Sup
port
Number of Informal
Traders provided with
official trading permits
N/A
200 800 1200 1600 2000 Number of informal trading
facilities provided N/A
2 EDTA
30
STRATEGIC OBJECTIVE 2.2 Facilitate and promote infrastructure led growth, development and tourism.
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L
EC
ON
OM
IC
DE
VE
LOP
ME
NT
Dev
elop
men
t of t
he
Cul
tura
l and
Cre
ativ
e
Eco
nom
y Number of visitors to the Red Location Facilities (Museum, Gallery and Digital Library)
N/A
0
TBD once facility opens Implementing a system to record the number of visitors to the Red Location Facilities (Museum, Gallery and Digital Library)
N/A
By June 2019 SRAC
% completion of the Mendi cultural centre upgrade
N/A
100% (Operationalisation)
SRAC
31
STRATEGIC OBJECTIVE 2.3 Execution of existing and design and implementation of new projects that competitively differentiate Nelson Mandela Bay as a destination city for
business, tourism and investment – including through strategic partnerships.
KP
A
KP
E
IDP INDICATOR
NT
RE
F YEAR 1
BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Key
cat
alyt
ic p
roje
cts Percentage
achievement of
the Indicators
reflected in the
Built Environment
Performance Plan
N/A
80% 80% 80% 80% 80% Km of Roads
redesigned /
constructed within
Njoli square
N/A
2 km I&E
% completion of the Ibhayi precinct plan N
/A 100%
By June 2019 (Ibhayi
precinct plan approved by
Council)
HS
32
STRATEGIC OBJECTIVE 2.4 Develop an effective and integrated public transport system that promotes access to opportunity through mobility.
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Est
ablis
h a
safe
,
affo
rdab
le a
nd fu
lly
inte
grat
ed p
ublic
tran
spor
t sys
tem
Number of paying
Integrated Public
Transport System
passengers transported
per month
N/A
0 138360 285960 427940 569920 Developing an IPTS
marketing strategy N/A
By June
2019
I&E (R&T)
33
PILLAR 3
THE SAFE CITY
In the Safe City, all communities, residents and visitors of Nelson Mandela Bay enjoy the basic freedom of not only being safe, but of feeling safe. The Safe
City’s Metro Police are trusted, accessible, well-trained, suitably equipped and protect the communities they serve with pride. Fire and Emergencies Services
in the Safe City are properly prepared to ensure that any disaster, natural or otherwise, is capably addressed. In the Safe City, the need for urgent delivery of
well-maintained street lights to all communities is of high priority. In the Safe City, the Municipality partners with communities to eradicate illegal connections
- and with civil organisations to ensure residents and visitors enjoy access to adequately life-guarded public beaches and pools. In the Safe Nelson Mandela
Bay, bylaws are fairly enforced and measures are set in place to ensure that cattle are kept off roads at night. Safe working conditions are ensured for all
municipal employees.
STRATEGIC OBJECTIVE 3.1 Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and visitors.
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Miti
gate
d ef
fect
s of
em
erge
ncie
s
Number of fire related deaths per 1 000 population
FE
1.1 0.032 (41
deaths)
(2016 / 2017 statistics)
≤0.031 (40 x
deaths)
≤0.03 (39 x
deaths)
≤0.0298 (38
x deaths)
≤0.029 (37
x deaths)
Percentage compliance with the required attendance time for structural firefighting incidents
FE
1.1
1 75% S&S
Number of full time firefighters per 1 000 population F
E 1
.12 0.187 S&S
34
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Miti
gate
d ef
fect
s of
em
erge
ncie
s
Number of natural disaster related deaths per 1 000 population F
E 1
.2 0 0 0 0 0 Number of reservists and
volunteer responders per 1000 population F
E 1
.21 0.02 S&S
Number of Disaster Satellite stations capacitated in terms of the Disaster Management Act requirements
N/A
1 S&S
Reviewing the NMBM Disaster Management Plan for the NMBM and
N/A
By June 2019
S&S
35
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Average turnaround time for issuing of traffic fines in respect of traffic violations captured through cameras (from the date on which the violation was captured to the date on which the fine is issued)
N/A
30 days S&S
Number of Fire Stations sufficiently resourced with human capacity, fleet and equipment
N/A
1 S&S
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Nel
son
Man
dela
Ba
y
Mun
icip
ality
as
a S
afe
Wor
king
Env
ironm
ent
Number of security personnel in-sourced N
/A 460 485 510 535 560 Number of security
personnel in-sourced N/A
25 S&S
36
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Nel
son
Man
dela
Ba
y M
unic
ipal
ity a
s a
Saf
e W
orki
ng
Env
ironm
ent
Percentage of CCTV, Early Warning Detection System and Joint Operational Centre (JOC) operational in NMBM
N/A
20% 20% 40% 60% 80% Number of surveillance cameras in Municipal buildings and/or facilities operational to facilitate safety and security of municipal staff, assets and resources
N/A
300 S&S
Number Early Warning Systems operational N
/A 2 S&S
Number Joint Operational Centre Operational N
/A 2 S&S
Number of municipal buildings that have fully functional biometrics access control
N/A
2 S&S
37
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Ope
ratio
nalis
atio
n of
the
Met
ro P
olic
e S
ervi
ce
Number of Metro Police Officers N
/A 114 174 234 294 354 Number of Metro Police
precincts established within Nelson Mandela Bay
N/A
1 S&S
Number of Metro Police foot patrol hours patrolled to establish visibility of the Metro Police within Nelson Mandela Bay
N/A
1000 S&S
38
STRATEGIC OBJECTIVE 3.2 Provision of infrastructure that improves the safety of communities and visitors.
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
"Im
prov
ed
ener
gy
sust
aina
bilit
y"
Electricity usage per capita
EE
4.2
688 KWh 619 KWh 557 KWh 501 KWh 451 KWh Number of new area lights installed N
/A 600 E&E
Number of new main road lights installed N
/A 200 E&E
Number of new residential street lights installed
N/A
160 E&E
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Era
dica
tion
of il
lega
l
conn
ectio
ns
% of illegal connections removed within 24 hours of inspection
N/A
100% 100% 100% 100% 100% Number of illegal connections addressed through the replacement with a cheaper alternative (either an off-grid photo voltage system or a basic 20 amp electrical supply)
N/A
3000 E&E
39
STRATEGIC OBJECTIVE 3.3 Improve the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships.
KP
A
KP
E
IDP INDICATOR N
T
RE
F YEAR 1
BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR N
T
RE
F DRAFT
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Effe
ctiv
e an
d w
ell s
uppo
rted
part
ners
hips
with
life
savi
ng
orga
nisa
tions
Number of life-saving clubs operating from fixed premises within Nelson Mandela Bay
N/A
3 3 3 3 2 Number of seasonal lifeguards placed at Municipal beaches in line with WESSA requirements
N/A
30 SRAC
40
PILLAR 4
THE INCLUSIVE CITY
Delivery to an Inclusive City means delivery that speaks to maturity of our society as one collective community, and celebrated in all its diversity; One City *
One Future. The Inclusive Nelson Mandela Bay is a well-connected city. It delivers integrated access to a single-community city. It has properly planned
infrastructure and a built environment that enables informal means of mobility between communities, including pedestrian bridges and connective “corridor”
routes. In the Inclusive City, responsive governance is delivered through effective public participation and the provision of communication channels that
deliver the accessibility of the Municipality to all residents. The Inclusive City is served by properly functioning ward committees. The Inclusive City
proactively promotes redress and delivery on transformation objectives. Productive relationships are cultivated with organised labour, ensuring that all
decisions are inclusively informed. Participatory governance is also reinforced in the Inclusive City, through developmental municipal management systems
and processes, through which all employees are empowered to contribute to successful delivery of the IDP.
STRATEGIC OBJECTIVE 4.1 Ensure institutional accessibility, effective communication channels for participatory and responsive governance
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Impr
oved
mun
icip
al c
apab
ility
Top Management Stability (% of days in the year that all Section 56 positions are filled by full-time, appointed staff not in an acting capacity)
GG
1.2
73% of working days as at 31 March 2018
(CM position and 7 Senior Manager positioned filled)
3 x Senior Manager positions
vacant (Budget and Treasury, Public Health, Electricity and
Energy)
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
100% Vacancies filled in accordance with
timeframes contained in
Local Government:
Regulations on appointment and
conditions of employment of
senior managers
Staff vacancy rate
GG
1.2
1
4% CM
41
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Conducting a Customer Satisfaction Survey for Nelson Mandela Bay
N/A By June 2019 CM
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Acc
essi
ble
Gov
erna
nce
% of municipal policies, bylaws and identified key strategic documents available in English, isiXhosa and Afrikaans on the municipal website
N/A
2% 50% 100% 100% 100% Number of municipal policies, bylaws and key strategic documents identified for translation to English, isiXhosa and Afrikaans
N/A Policies: TBD
By-laws: TBD
Strategic documents: 2
(Long-term development
plan, IDP)
CS
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Incr
ease
d ac
cess
to a
nd u
tilis
atio
n of
soci
al a
nd c
omm
unity
faci
litie
s Number of community halls per 100 000 population
HS
3.2
1: 200 000
34 community halls
1: 190 000
37 community halls
1: 160 000
40 community halls
1: 130 000
45 community halls
1: 110 000
50 community halls
Number of community halls upgraded
N/A N/A
2 (Uitenhage and
Despatch)
CS
Percentage utilisation rate of community halls H
S3.
5
60% 80% 60% 70% 80%
42
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Impr
oved
mun
icip
al c
apab
ility
Percentage of municipal skills development levy recovered
GG
1.1 20% 80% 80% 80% 80% Number of
unemployed jobseekers registered on the NMBM database and trained through LGSETA and other training providers
N/A 200 CS
Number of municipal officials completed training in this quarter
N/A 30 CS
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Impr
oved
mun
icip
al r
espo
nsiv
ene
ss Percentage of
ward committees that are functional (meet four times a year, are quorate, and have an action plan)
GG
2.1 100% as at 31
March 2018 100% 100% 100% 100% Percentage of
Ward Committees with 6 or more ward committee members (excluding the ward councillor)
GG
2.11
80% CS
Average number of councillor-convened community meetings per ward
GG
2 .1
2
3 per quarter CS
43
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Impr
oved
mun
icip
al
resp
onsi
vene
ss Attendance rate
of municipal council meetings by all identified Traditional Leaders
GG
2.2
The Municipality is in process of re-engaging Traditional Leaders. Targets will be set in line with the outcome of these engagements.
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Mor
e ef
fect
ive
city
adm
inis
trat
ion
Percentage of councillors who have declared their financial interests and whose declarations have been verified
N/A
New Indicator 100% 100% 100% 100% Percentage of councillors who have declared their financial interests
GG
3.1
2 100% CS
44
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D P
UB
LIC
PA
RT
ICIP
AT
ION
Mor
e ef
fect
ive
city
adm
inis
trat
ion
Percentage of administrative staff who have declared their financial interests and whose declarations have been verified against, the municipal supplier database
N/A
New Indicator 100% 100% 100% 100% Percentage of administrative staff who have declared their financial interests
GG
3.1
3
100% B & T
KP
A 5
: GO
OD
GO
VE
RN
AN
CE
AN
D
PU
BLI
C P
AR
TIC
IPA
TIO
N
Impr
oved
cou
ncil
func
tiona
lity Average
percentage of councillors attending council meetings
GG
4.1
95.77% (2016/17) 95.8% 95.8% 95.8% 95.8% Number of agenda items deferred to the next council meeting
GG
4.1
1 14 (reduced from 61 Council items deferred
in 2016/17)
CS
45
STRATEGIC OBJECTIVE 4.2 Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay
KP
A
KP
E
IDP INDICATOR N
T R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
"Mod
al s
hift
of w
eekd
ay tr
ips
(incl
udin
g ed
ucat
ion
trip
s) fr
om p
rivat
e to
pub
lic tr
ansp
ort a
nd N
MT
Percentage of dwelling units within 500m of scheduled public transport service
TR
1.1
79.6%% 80% 80% 80% 80% Non-residential development approved within 500m of scheduled public transport service, by internal floor space
TR
1.11
0 m2
(Target to be determined
following the output of Njoli and Chatty
Jachtvlakte Precinct Plans)
HS
Number of operational public transport access points added
TR
1.12
2 I&E (R&T)
Number of taxi and bus embayment's constructed to address illegal stopping
N/A
3 I&E (R&T)
Number of IPTS routes operational after hours (between 6pm to 10pm)
N/A
0 I&E (R&T)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
sat
isfa
ctio
n w
ith
publ
ic tr
ansp
ort s
ervi
ces
Percentage of commuters (citywide) using private motorised transport
TR
1.3 47% 46% 45% 44% 43% Number of IPTS
routes operational
N/A
1% I&E (R&T)
46
KP
A
KP
E
IDP INDICATOR N
T R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Red
uced
trav
el ti
me
Average public transport commuting time
TR
3.1 45min 45min 43min 41min 43min Number of
weekday scheduled municipal bus passenger trips
TR
3.11
180 trips I&E (R&T)
Average private transport commuting time
TR
3.2
33min 30min 29min 27min 26min
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to p
ublic
tran
spor
t (in
clud
ing
non-
mot
oris
ed tr
ansp
ort)
Percentage of households less than 10 minutes walk from the scheduled public transport
TR
5.1
New Indicator 52% 84% 86% 88% Number of public transport stops built within 800m radius in IPTS operation routes
N/A
10 I&E (R&T)
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Impr
oved
func
tiona
lity
of th
e pr
oper
ty
mar
ket
Rateable residential properties as a percentage of total households in the municipality
HS
2.2
94% 94% 94% 94% 94% Number of rateable residential properties in the subsidy housing market entering the municipal valuation roll
HS
2.21
2256 B&T
47
KP
A
KP
E
IDP INDICATOR N
T R
EF
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Percentage completion of the 2015 MSDF Review
N/A
100% by June 2019 HS
Number of Precinct Plans completed
N/A
6 Chatty Jachtvlakte; Ibhayi/ Njoli (Lower
Baakens; Motherwell Rail link; Cleary Park; and
Uitenhage Railway/ Sport Precinct)
HS
Number of Local Spatial Development Frameworks (LSDF) approved by Council
N/A
4 (Soweto on Sea;
Veeplaas; Happy Valley; Uitenhage/Despatch)
HS
Number of public spaces/sites made available for the installation of public artworks
N/A 3 EDTA
48
STRATEGIC OBJECTIVE 4.3 Deliver on transformation objectives, promote redress and foster social cohesion
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 2
: MU
NIC
IPA
L IN
ST
ITU
TIO
NA
L
DE
VE
LOP
ME
NT
AN
D T
RA
NS
FO
RM
AT
ION
Tra
nsfo
rmat
ion
thro
ugh
empl
oym
ent e
quity
Number of people from employment equity target groups employed in the three highest levels of management (City Manager, Section 56 Managers and Strategic Skilled Level Managers) in compliance with the Municipality’s approved Employment Equity Plan
N/A
As at 31 December 2017:- CM – 1 filled / 0
vacant Section 56 – 8 filled / 2 vacant Strategic Skilled level Managers – 51 filled / 9 vacant
Section 56 – 3 (ED:E&E;
ED:PH; CFO)
Strategic Skilled level Managers
– 9 In line with
NMBM Employment Equity Plan
Targets to be set / reviewed in line with the revised NMBM Employment Equity Plan set for adoption by Council in 2018
Number of positions filled from employment equity target groups in the three highest levels of management (City Manager, Section 56 Managers and Strategic Skilled Level Managers) in compliance with the Municipality’s approved Employment Equity Plan
N/A
Section 56 – 3 (ED:E&E;
ED:PH; CFO)
Strategic Skilled level
Managers – 9 In line with
NMBM Employment Equity Plan
CS
Number of programmes delivered by the South End Museum in line with the Nelson Mandela Bay Municipality/ South End Museum partnership agreement
N/A
2 Programmes per financial
year
SRAC
49
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Her
itage
Com
mem
orat
ion
Pro
gram
mes
that
Pro
mot
e R
edre
ss
and
Fos
ter
Soc
ial C
ohes
ion
Number of municipal buildings, facilities and streets renamed in line with the Municipality’s Heritage Programme
N/A
2 3 3 4 5 Number of Municipal Buildings, facilities and streets renamed
N/A
2 SRAC
50
STRATEGIC OBJECTIVE 4.4 Facilitate and promote infrastructure led growth, development and tourism
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
SDBIP INDICATOR NT
RE
F
2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
A W
I-F
I Ena
bled
City
Number of internet hotspots within NMB
N/A
20 internet hotspots 32 internet hotspots
35 internet hotspots
40 internet hotspots
45 internet hotspots
Number of Wi-Fi spots established through either partnerships or municipal initiatives
N/A
20
CS
51
PILLAR 5
THE CARING CITY
In the Caring City, equality is strived for through ensuring that all residents have access to delivery that promotes their well-being. Access to affordable housing
and provision of dignified housing is properly planned for to ensure maximum possible delivery within funding available. Dignified sanitation and waste
management are a reality for all households.
In the Caring Nelson Mandela Bay, indigent communities are adequately supported and food security programmes and community gardens are fully operational.
Social services and social development programmes are well-prioritised. In ensuring the well-being of residents, the Caring City delivers libraries, sport and
recreational facilities that are accessible to all communities. Through effective cleansing programmes, greening initiatives and provision of well-maintained
public parks, every resident is able to feel proud of the community they live in. In the Caring City, occupational health and wellness for all municipal employees
is ensured. Through the delivery of Public Health services, cemeteries are well managed and planned and proper management of the environment is practiced.
STRATEGIC OBJECTIVE 5.1 Provide for the social needs of communities and empowerment of vulnerable people through provision of access to social services, social development and
indigent support.
KP
A
KP
E
IDP INDICATOR N
T R
EF
YEAR 1
BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Number of food gardens supported through the provision of either farming equipment and / or other production inputs
N/A
20 EDTA
52
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Incu
lcat
e a
cultu
re o
f rea
ding
and
writ
ing
in N
MB
M
Number of public libraries per 100 000 population
HS
3.3
2 2 2 2 2 % completion of the Main Library Restoration / Upgrade
N/A
80%
SRAC
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Incu
lcat
e a
cultu
re o
f rea
ding
and
writ
ing
in N
MB
M
Average number of library visits per library
HS
3.6
728 800 757 952 788 270 819 801 852 593 Conducting a feasibility study on opening a library on a Saturday
By June 2019
SRAC
53
STRATEGIC OBJECTIVE 5.2 Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure.
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Pro
mot
ion
of h
ealth
y, a
ctiv
e lif
esty
les
for
resi
dent
s an
d vi
sito
rs Square meters of municipally owned or maintained public outdoor recreation space per capita
HS
3.1
15 048 660 m2 per capita
15 048 660
m2 per capita
15 048 660
m2 per
capita
15 048 660
m2 per
capita
15 048 660
m2 per
capita
Number of public open spaces upgraded through the provision of either outdoor gym equipment / fencing / pathways / benches and/or playground infrastructure
N/A
10 PH / SRAC
KP
A 3
: LO
CA
L
EC
ON
OM
IC
DE
VE
LOP
ME
NT
Incr
ease
d ac
cess
to
and
utili
satio
n of
soc
ial
and
com
mun
ity fa
cilit
ies
Percentage utilisation rate of sports fields
HS
3.4
6.2% 6.54% 6.9% 7.3% 7.75% N/A
N/A
N/A SRAC
Number of semi-professional sports teams receiving funding from NMBM to contribute towards their development
N/A
6 SRAC
54
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Number of professional sports teams receiving funding from NMBM to contribute towards their development
N/A
3 SRAC
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Spo
rts
Fac
ilitie
s
Rand net expenditure on sport and recreation infrastructure per 1000 residents
N/A
R25784.68 R16000 R17500 Targets and Budget will be set during the 2020/21 IDP and Budget review process
% completion of the upgrade of the changing rooms and ablutions at Walmer/Fountain Road Sports Field
N/A
75% SRAC
% completion of the upgrade of the changing rooms and ablutions at Mqolomba Sports Field
N/A
80% SRAC
Number of sports facilities installed with Astroturf pitches
N/A
1 (Gelvandale)
SRAC
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Spo
rt F
acili
ties
Number of existing sport facilities consistently maintained over a twelve month period
N/A
83 85 90 95 100 Number of sport facilities maintained through day-to-day maintenance
N/A
48 SRAC
Number of additional sports facilities equipped with rain water tanks
N/A
12 SRAC
Number of sports facilities with boreholes N
/A 5 SRAC
55
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Number of sport organisations supported either through financial provision / access to NMBM sports facilities / attire / sporting equipment
N/A
2 (Professional
Teams)
SRAC
8 (Developmental
Teams)
Number of exhibitions held at Nelson Mandela Bay Art Museums
N/A
6 SRAC
Number of Municipal Pools Upgraded N
/A
1 SRAC
% completion of New Brighton Swimming Pool N
/A 100% MBDA
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Equ
al a
cces
s fo
r th
ose
with
spe
cial
nee
ds
Percentage of persons with disability where access to public transport is problematic
TR
5.2 New
Indicator 98% 96% 95% 93% Percentage of
municipally-contracted bus fleet that are low entry
TR
5.21
21% I&E (R&T)
Number of facilities transformed to provide for the mobility of people with disabilities
N/A
15 I&E (R&T)
% of municipal public transport vehicles that are accessible for people with disabilities
N/A
100% I&E (R&T)
56
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Pro
mot
ion
of h
ealth
y, a
ctiv
e lif
esty
les
for
resi
dent
s
and
visi
tors
Average occupancy rate of tourist accommodation within Nelson Mandela Bay per year
N/A
55.97%
58% 60% 62% 64% % completion of the Nelson Mandela Statue project
N/A
100% (Phase 2) - Site
identification and approval; Approval of financial model
EDTA
Number of beaches upgraded through the provision of either revetments / parking areas / walkways / security cameras / picnic facilities and/or dune stabilisation
3 PH
Bea
ches
, res
orts
, lei
sure
and
rec
reat
ion
tour
ism
Km of public walkways, hiking, running and cycling paths maintained
100km PH
Number of beaches with Blue Flag status
3 SRAC
% completion of the Wells Estate coastal infrastructure upgrade
No budget SRAC
Number of flagship events hosted to position the NMBM as a world class destination
6 SRAC
57
KP
A
KP
E
IDP INDICATOR
NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 3
: LO
CA
L E
CO
NO
MIC
DE
VE
LOP
ME
NT
Bea
ches
, res
orts
, lei
sure
and
recr
eatio
n to
uris
m % of Nelson
Mandela Bay Tourism Key Performance Indicator targets successfully met by Nelson Mandela Bay Tourism per the revised Service Level Agreement with Nelson Mandela Bay Tourism
N/A
92% 95% 95% 95% 95% % of Nelson Mandela Bay Tourism Key Performance Indicator targets successfully met by Nelson Mandela Bay Tourism per the revised Service Level Agreement with Nelson Mandela Bay Tourism
N/A
95% EDTA
58
STRATEGIC OBJECTIVE 5.3 Provide effective general environmental and public health services.
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Ani
mal
Con
trol % of stray animal
complaints resolved N/A New
Indicator 100% 100% 100% 100% Number of animal
pounds constructed N/A 1
(New Brighton)
PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Add
ress
of S
ubst
ance
Abu
se
Number of partnerships established with organisations in support of substance abuse rehabilitation
N/A
New Indicator
1 1 1 1 Implementation of the municipal strategy for addressing the prevalence of substance abuse in the Metro and the associated social impacts thereof
N/A
By June 2019 PH
% of cases referred to the NMBM EAP Programme in the event of sick leave abuse
N/A
100% CS
59
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impl
emen
tatio
n of
the
air
man
agem
ent p
lan
of th
e
NM
BM
Percentage of households experiencing a problem with noise pollution
EN
V1.
3
20% 18% 16% 14% 12% Percentage reduction of Environmental noise pollution related complaints
EN
V 1
.3 18% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Bio
dive
rsity
is
cons
erve
d an
d
enha
nced
Ecosystem/vegetation type threat status
EN
V4.
1
Endangered Vulnerable Vulnerable Vulnerable Vulnerable Percentage of biodiversity priority area within the metro E
NV
4.11
1% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Bio
dive
rsity
is
cons
erve
d an
d
enha
nced
Ecosystem / vegetation type protection level
EN
V4.
2
Moderate Represented
Well represented
Well represented
Well represented
Well represented
Proportion of biodiversity priority areas protected
EN
V4.
21 1% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Bio
dive
rsity
is c
onse
rved
and
enha
nced
Wetland condition index
EN
V4.
3
The NMBM currently does not have a
Wetland Condition
Index. Specialist
studies will be
conducted in outer years.
Baseline and targets will be provided in 2019/20 once research studies are collated via Nelson Mandela
University
N/A
60
STRATEGIC OBJECTIVE 5.4 Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living
conditions for all residents.
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Dig
nifie
d S
anita
tion
Percentage of households with access to basic sanitation
WS
1.1
97% 98% 100% 100% 100% Number of new sewer connections meeting minimum standards W
S1.
11 50 (est.
depending on the BEP option implemented)
I&E (W&S)
% of informal households with access to flush sanitation
N/A
New Indicator 50% 100% 100% 100% Percentage of households (both formal and informal) provided with access to a basic level of sanitation
N/A
100% (formal)
I&E
50% (informal)
Number of bucket toilets serviced by the Municipality
N/A
16317 - June 2016
8562 - Nov. 2017
≤500 0 0 0 Number of buckets remaining in circulation N
/A 3500 I&E (W&S)
Number of stormwater ponds aesthetically rehabilitated for flood detention
N/A
2 I&E (R&T)
61
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
Average number of days
taken to unblock a
stormwater blockage
(from the date that the
stormwater blockage is
reported to the date that
the blockage is
unblocked)
N/A 2 days I&E (R&T)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
De-
dens
ifica
tion
of in
form
al
settl
emen
ts
Percentage of households living in adequate housing
HS
1.1
94% 94.8% 95.6% 96.4% 97.2% Number of subsidised housing units completed
HS
1.11
2404 HS
Number of formal sites serviced
HS
1.12
0 (electricity, water and sanitation)
HS
2500 (water and sanitation)
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
De-
dens
ifica
tion
of in
form
al s
ettle
men
ts
Percentage of households living in informal settlements
N/A
6% 5.2%
4.4%
3.6%
2.8%
Number of households relocated from stressed informal settlements and other servitudes to Greenfield development areas
N/A
800 HS
Number of backyard households relocated to formalised housing opportunities
N/A
80 HS
62
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to a
dequ
ate
hous
ing
(incl
udin
g
secu
rity
of te
nure
)Title deed backlog ratio H
S1.
2 1 : 9 1 : 8 1 : 7 N/A N/A Average number of days taken to register the title deed (subsidised stands and units)
HS
1.21
3 000 HS
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to a
dequ
ate
hous
ing
(incl
udin
g se
curit
y of
tenu
re)
Percentage of households in informal settlements targeted for upgrading
HS
1.3 8.5%
11.5%
23%
34%
46%
Number of informal settlements enumerated and classified (in terms of National Upgrading Support Programme or equivalent classification)
HS
1.31
0 (Count was
completed in the 2017/18 financial
year)
HS
Percentage of informal settlements using a participatory approach to planning or implementing upgrading
HS
1.32
66.70% HS
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to a
dequ
ate
hous
ing
(incl
udin
g se
curit
y of
tenu
re)
Percentage of property market transactions in the gap and affordable housing market range
HS
2.1 60% 60% 60% 60% 60% Number of unit
residential transactions within the affordable housing market range (with property value less than R500k)
N/A
4900
B&T
63
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
acc
ess
to a
dequ
ate
hous
ing
(incl
udin
g se
curit
y of
tenu
re)
Number of building plans approved per year in relation to building plan applications received
N/A 298 : 300 315 : 325 331 : 350 348 : 375 365 : 400 Average number of days
taken to process building plan applications H
S2.
22 14 days HS
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impr
oved
func
tiona
lity
of th
e
prop
erty
mar
ket
Percentage of households living in formal dwellings who rent
HS
2.3 18.84%
(STATSSA
2011)
19% 20% 20% 20% Number of Social Housing Rental Opportunities created
N/A
400 units HS
64
PILLAR 6
THE FORWARD THINKING CITY
The Forward Thinking City is concerned with institutional innovation, support for research and development, and plans for future sustainability. The Forward
Thinking City ensures multi-generational planning that promotes sustainable economic growth through the optimal use and development of technology.
The Forward Thinking City strives for its environmental sustainability city through proactive planning, and conservation of resources and the natural and
built environment.
STRATEGIC OBJECTIVE 6.1 Ensure multi-general and proactive planning for sustainable city development
KP
A
KP
E
IDP INDICATOR N
T
RE
F YEAR 1
BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR N
T
RE
F DRAFT
2018/19 TARGET
IMPL DIR
N/A
65
STRATEGIC OBJECTIVE 6.2 Development of an environmentally sustainable city through proactive planning, and conservation of resources and natural and built environment
KP
A
KP
E
IDP INDICATOR NT
RE
F
YEAR 1 BASELINE (2017/18)
YEAR 2 TARGET (2018/19)
YEAR 3 TARGET (2019/20)
YEAR 4 TARGET (2020/21)
YEAR 5 TARGET (2021/22)
DRAFT SDBIP INDICATOR
NT
RE
F
DRAFT 2018/19 TARGET
IMPL DIR
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impl
emen
tatio
n of
the
air
man
agem
ent
plan
of t
he N
MB
M Metropolitan Air
Quality Index (MAQI)
EN
V1.
1
MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1 MAQI ≤1 Percentage of atmospheric emission licenses (AELs) processed within guideline timeframes
EN
V1.
11
70% PH
KP
A 1
: BA
SIC
SE
RV
ICE
DE
LIV
ER
Y
Impl
emen
tatio
n of
the
air
man
agem
ent p
lan
of th
e
NM
BM
Number of days where PM2.5 levels exceeded guideline levels
EN
V 1
.2
New Indicator ≤10 days ≤8 days ≤6 days ≤4 days Proportion of Air Quality monitoring stations providing adequate data over a reporting year
EN
V1.
12
80% PH
Proportion of municipal atmospheric emission license applications captured on the National Atmospheric Emissions Inventory System
EN
V1.
13
100% PH